LETTER TO THE HONORABLE THE PRESIDENT OF THE SENATE THE HONORABLE THE SPEAKER OF THE HOUSE OF REPRESENTATIVES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B00269R001400180001-6
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 78
• Document Creation Date: December 15, 2016
• Document Release Date: October 7, 2002
• Sequence Number: 1
• Publication Date: June 29, 1955
• Content Type: LETTER

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--
NEIL I4tac,,ML,
Editorial nirictor,
commission on Organization of the
Executive Branch of the Gouernrnent.
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COMMISSION ON ORGANIZATION
OF THE
EXECUTIVE BRANCH OF THE GOVy NT
INTELLIGENCE ACTIVITIES
w rnlt rlC1C'. re um n Vn Rr4rR tI HOLD FOR REQ. SE!
8 Governmene
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Room 7-E-12
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LETTER OF TRANSMITTAL
June 29, 1955
Dear-Sirs-.-
In
accordance with Public Law 108 Eighty-third Congress,
approved July 10, 1953, the Commission on Organization of the
Executive-Bran.ch of the Government submits herewith its Report on
Intelligence.Activities.
The- Commission ha-s' --had-- the-services of* an able Task Force
presided over by General Mark W.'Clark, President, The Citadel.
Respectfully,
s/ Herbert Hoover
Chairman
The Honorable
The President of the Senate
The. Honorable
The Speaker of the House of Representatives
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CONTENTS
Page
INTRODUCTION ........................................... i
PREFACE ........................... ..................:..
-PART I - COBLISSION REPORT ............................ 1
PART II -- TASK FORCE REPORT**.* .........................
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The. investigation--into"'the" Intelligence" Activities of the
Government was performed by a Task Force under the Chairmanship of
General. Mark W. Clark, President,' The Citadel, and-comprising the
members listed below:
CHAIRMAN =
CLARK, Mark Wayne. General; U. S. Army (retired).
United States Military Academy. Now President, The
Citadel, Charleston, South Carolina. In World. War II.
commanded Allied ground forces in Italy and effected
first large-scale surrender of a'German field command
in Europe. June 1945, Commander-in-Chief of U. S.
Occupation Forces in Austria and U. S. High Commissioner
for Austria. Deputy to U. S. Secretary of State in London
and Moscow with Council of Foreign Ministers negotiating
Austrian treaty. May 1952, Commander-in-Chief, Far East
Command, serving simultaneously as Commander-in-Chief,
United- Nations Command, Commanding General,. U. S. Army
Forces, Far East, and Governor of Ryukyu . Islands..
JulY 1953, signed Korean armistice agreement for United
Nations.
MEMBERS
CONOLLY, Richard Lansing. Admiral, U. S. Navy (retired). Brooklyn,
New York. Served at sea throughout World War I and awarded
Navy.Cross. In World War II commanded Destroyer Division
Six; served*in Office of Chief of Naval Operations and
on staff,. Commander-in=Chief, U. S Fleet. Postwar duties
included Deputy Chief of Naval Operations, U. S. Naval
Advisor to European Advisory Commission, President of
Naval War College, Now President, Long Island University..
HOLLINGS, Ernest Frederick. Lawyer. -Charleston, South Carolina.
World War II, served-in African and European Theaters with
U. S. Army.' Former member" South Carolina State Legislature.
The Citadel and University of South Carolina. During
Now Lieutenant Governor, State of. South.. Carolina.
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KEARNS, Henry. -Manufacturer, inventor and executive. Orange Oaks
Ranch, La-Verne, California. University of Utah. Past
President, U. S. Junior Chamber of Commerce; Vice President,
Chamber of Commerce of the United States; and Director,
Tournament of Roses Association. Chosen as "California's
Most Useful Citizen," 1944. Fellow, American Institute
of Management.
RICKENBACKER, Edward Vernon. Aviator.. New York, New York. Inter-
national Correspondence School. In World War-,1 commanded
94th Aero-Pursuit Squadron, personally credited with 26
air victories. World War II activities included special
missions for Secretary of War to nine foreign countries
and. areas. U. S. and foreign government awards include
Congressional Medal of Honor. Formerly executive with
American Airways, Aviation Corporation, and North American
Aviation. Since 1933, with Eastern Air Lines, Inc. as
general manager and president; now Chairman of the Board.
RUSSELL, Donald Stuart. Lawyer. Spartanburg, South Carolina.
University of South Carolina and University of Michigan.
Practiced law in'Spartanburg. Formerly member-Price
Adjustment Board, War Department; Assistant to Director
of Economic Stabilization; Assistant to Director of War
Mobilization; Deputy Director, Office of War Mobilization
Reconversion; Assistant Secretary of State. Now President,
University of South Carolina.
STAFF DIRECTOR
CHRISTIANSEN, James George. Major General, U. S. Army (retired).
University of California, United States Military Academy.
Former- Chzefof Staff, Army Ground Forces; Commanding
General; 2nd Armored Division, Ft. Hood, Texas; Commanding
General, 6th Armored Division, Ft. Leonard Wood; Missouri;
Chief Engineer, Far East Command; Chief of Military
Assistance Advisory Group, Rome, Italy.
The Commission wishes to express its appreciation of the services
and devotion of the members of the Task Force and to record its appre-
ciation for the information and assistance provided by the officials
of the various Federal agencies.
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PREFACE
The Task Force on Intelligence Activities,. under the Chairmanship
of General Mark W. -Clark, found- it- nerassary for some of" its members
to visit foreign countries to study these activities abroad as well as
classified,-character -to w hic"h they were given full -access. The Task
Their.-inveatigationa inevitably-involved matters of extreme
at home.
Force has, therefore, prepared two reports _m an unclassified one
bearing on the administration and the coordination of "the intelligence
to the national security. This report was sent directly to the
,President and was not considered by the Commission because of its
bearing the highest security classification was substantially related
Army, Navy, Air Force, and State Department. The other report,
services of the Central. Intelligence Agency and the services of the
Therefore this Report of the Commission deals only with the
extremely sensitive content.
unclassified Task Force Report.
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PART I
COIAMISSION REPORT
The Task-Force, in order to give assurance to the Nation that
all segments of the Intelligence Activities are efficiently carried
out and that the expenditures are properly administered, recommends
that a permanent "Watch-Dog" Committee be created. They recommend
that such a Committee be created from members of the Senate and
House,,together with eminent citizens serving part time as needed,.
to be'appointed by the President.
, a ..
The Commission believes, however, that while. mixed Congreriaional
and, Citizens Committees for temporary service: are useful and helpful
to undertake specific problems and to investigate and make recommenda-
tions, such Committees, if permanent, present difficulties.
thergX-dre make the following recommendation.
give such information to the public as the President may
foreign intelligence activities. This committee should also
and report to him periodically on the work of Government
a. That, the-President- appoint a .committee of experienced
private citizens, who-shall-have the responsibility to examine
Recommendation
direct. The committee should function on a. part time and
per diem basis.
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b. That the Congress consider creating a Joint Congressional
Committee on Foreign Intelligence, similar to the Joint Committee
on Atomic Energy. In such case, the two committees, one Presi-
dential and the other Congressional, could collaborate on matters
of special importance to the national security.
review, and we therefore include it in full as Part II of this report.
Other measures requiring legislation or of-an administrative
character are recommended'by the Task Force and we suggest these for
the consideration of the- Congress 'and the Departments concerned.
.The unclassified report of the Task Force requires no detailed
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PART II
Task Force Report on
INTELLIGENCE ACTIVITIES
in the
FEDERAL GOVERNMENT
Prepared for the
COMMISSION ON ORGANIZATION
` OF THE
EXECUTIVE BRANCH OF THE GOVERNMENT
MAY 1955
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Post-War Organization 19
Functions Divided ..........0...0..........a.....0 20
CONTENTS
Page
Task Force Personnel ...................................... i
Acknowledgments ....................... i
Letter of Submission ...................................... iv
Preface ...................................................
vi
Introduction .............................................0 viii
Scope of the Studies .....................................
Department-of the Navy ......e.........e,....... 9
Department of the Air Force ................... - 12
Department of State ....... . ... ........ .......... ." -13
Federal Bureau of Investigation (FBI) ............ 16
Department of the Army .... ..... a .. . ....... ....
The National Security Cotncil 1
The Central Intelligence Agency 3
Il - THE INTELLIGENCE COMMUNITY - DEPARU4ENTAL LEVEL...... 5
Department of Defense 5
Office of Special Operations (OSO) 5
Joint Chiefs of Staff ......................... -., 5
Organization of the Task Force XV
"Intelligence" - A Definition ............................. xv:iii
I - THE INTELLIGENCE COMMUNITY NATIONAL LEVEL .. 1
III - FOREIGN INTELLIGENCE ......................ee....e... 18
Evolution of.Our Plans ........................... 18
1V
-INTELLIGENCE PERSONNEL AND SECURITY
22
Character of the Present Working Force
22
G-2 Personnel and Security
23
ONI Personnel ....................................
24
Air Force Intelligence Personnel .................
25
Industrial Security ..............................
26
Individual Security Cases
27
V
"WATCH-DOG" COMMISSION ..............................
29
Agency Gets Wide Exemptions .......................
30
Would Study-Complaints ...........................
32
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Page
VI - FUNCTIONAL INTELLIGENCE ............................ 34
Map Procurement ................................. 34
Intelligence Libraries 34
VII - CONCLUSIONS AND RECOMMENDATIONS .................... 36
Administrative Flaws Noted ...................... 37
Data on Soviet Bloc Inadequate 38
Recommendations with Respect to Personnel ....... 39
Recommendation No. 1 39
Recommendation No. 2 40
Recommendation No. 3 41
Recommendation No. 4 ....................o......D 43
Recommendation No. 5 ..................... 44
:Recommendation No, 6 45
Recommendation No. 7 ..... ................o...... 46
Recommendation No. 8 ...........................0 47
Recommendation No. 9 C ......... . .. C .. ...... . .Y. . . C - 48
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COMMISSION ON ORGANIZATION OF THE EXECUTIVE
- BRANCH OF THE GOVEMWENT
Mark W. Clark, Chairman
Richard L. Conolly
Ernest F. Hollings
Henry Kearns
Edward V. Rickenbacker
Donald S. Russell
TASK FORCE STAFF
J. G. Christiansen, Director
Dorothy- Ho- Davis, Staff Assistant
CONSULTANTS
Charles C. Blakeney
Lee E. Cooper
Richard-A, Ericson
Robsr t.. J o Foley....
Michael M., Karlene
Heiman _ 0-, Lane ..... .
.John .L. McGruder
Eugene L. Miller
Oliver Lloyd Onion
Richard P. Ovenshine
Henry.E. Richter
Terence J. Tully
'SECRETARIAL STAFF
Gertrude I. Dixon
Marie K. Smith
ACKNOWLEDGMENTS
that it was accorded free access to the "raw" intelligence material
staffs throughout the departments and agencies surveyed, and believes
The Intelligence Task--For ce wishes to-acknowledge the complete
cooperation it received from all the officials' and members of their
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The enthusiasm and interest which the personnel engaged., in
intelligence activities displayed in their work was gratifying to
the members of this task force and its staff. Their full coopera-
tion enabled us to complete our assignments within the allotted
The chairman and the staff-director are most appreciative of
the support-:re ndered' brthe--executive staff of .the President and
other governmen't??officials who. appeared and were interviewed and
gave us.tbaiir-tdmer' and-'the- benef?t'o.t''their knowledge; and of the
help-of' t3se_:~cutive staff` of- the'Commission-, particularly John B.
Hollister,.V.'Hallam Tuck;' Francis Po Brassor,; and': ClaraDemuling.
Without Miss-Demul:ing`s?able,assistancey.the Job of obtaining security
clearances for the-task''forc'e and, staff would not have been accomplish-
ed in time to permit completion-of-our survey.
The chairlnan..also is deeply- obligated--to and most appreciative
of the valued support and contributions . of. his colleagues on the task ?;
force, the members of the staff, and the able consultants.
The task force further wishes to express its deep gratitude for
the valuable aid of those public-spirited' individuals who gave freely
of their time, and who.by their objective'approach to.the problem and
their
government experience materially enlightened our members. We
are especially grateful for the- advice and thebenefit of the wide
experience-of Major General William J0 Donovan, former Chief of the
Office, of Strategic-Services; J. Edgar Hoover, Director of the Federal
Bureau of,.Investigation; William H. Jackson, former Deputy Director
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of the Central Intelligence Agency; General W. Bedell Smith, former
Director of the Central Intelligence Agency; Major General Charles. A.
Willoughby, former Assistant Chief of Staff, G-2, Far East Command;
and others.
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COMMISSION ON ORGANIZATION OF THE EXECUTIVE BRANCH OF
THE GOVERNMENT
Washington, D. C.
The Honorable Herbert Hoover
Chairman, Commission on Organization of the
We have -the `honorr-to- present , to you the reports of the. Task
the 'task forcer"-analyzes? the- national- intelligence effort and makes
Force on Intelligence Activities- of our Government . In-these reports,
recommendations with a-Tview to correcting-the weaknesses, Improving
the quality, --and -increasing the .efficiency :of-this vital operation.
The aggressiveness of-the Soviet bloc, their methods ..f infil-
tration, subversive activities, and propaganda employed in the cold
war now in progress, as well as the airricuity o3" -penetration of
their security barriers,- point up thefact that our'intelligence
effort must be the-best-in our,histoz70-ThisJqadded-tc
of nuclear weapons, together with their advanced delivery systems,
has made adequate and timely intelligence imperative to our national
Executive Branch-of the Government,
Washington 25, D. C.
security. The task force is fully aware of the grave responsibility
implicit in its assigned mission.
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May 1955
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Mark W. Clark, Chairman
Richard L. Conolly
Ernest F. Hollings
Henry Kearns
Donald S. Russell
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classified TOP SECRET, with certain separate appendices which require
Commission. Two reports are submitted: one, unclassified; the other,
depart in some degree from the form of the report prescribed by the
Security requirements have made it necessary that the task force
appreciation for the wholehearted and enthusiastic cooperation given
additional clearance.
In submitting these reports, we wish to express our personal
us by the departments and agencies surveyed.
Respectfully submitted,
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For self-preservation,, the defenders of a free world need complete.
prompt, and continuing information on the plans and potentialities of
those who would enslave it. Nations-and people who value liberty and
a sovereign national existence in a free world now look to the United
States for leadership and inspiration in their struggle to safeguar
these inherent rights o
In the historic family of nations, this country ranks as a com
parative newcomer. In the early days of the Republic -- not so long
ago as the world measures time -- our people felt comfortably distant
from the hotbeds of foreign intrigue and conflict.
Transportation and communication facilities in the days of clipper
ships and the pony express were so limited and so slow that they
fostered a serene assurance of isolation and geographical protection
against possible aggressors.
Technological developments-and political realignments in modern
times inspire no such sentiment as that which once led a famous Denver
editor to evaluate news on the premise that "a dogfight in Champa
Street" was worth more space in his paper than war in some minor country
abroad.
Our early philosophy.o.f'peace-still prevails, but within our
generation and for our own protection, organized.-intelligence has been
forced upon us by the rapidly shrinking world of electronics,, nuclear
weapons and planes-which travel at supersonic speed.
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timely intelligence so that we might fulfill our responsibilities in.
methods for their delivery, intensified the need for adequate and
advent of,atomic bombs,*together-with the development of advanced
The United States emerged from World War II as the politics,
leader in free-world--affairs-and the outstanding military power. The
our protection against the propaganda, infiltration, and aggressions
Effective intelligence has become increasingly necessary for
international affairs and insure our own survival.
much to be done by our intelligence community to bring its achieve:.,
we must not labor underr any complacent delusions. There is still
By trial and error, study, and skill, we have made progress-'but,
of the Communist leaders.
The task force is cognizant of the-grave responsibility assign-
ments up to an acceptable level,
stint on some phase of the' intelligence operation and thereby run
ed to it. It recognizes the fact that it mould be false economy to
but also must do our utmost to prevent war. Adequate and timely
viewpoint that in time of peace we must not only be prepared for war,
The recommendations of the task force are presented from the
handled and gets adequate results.
the substantial expenditures our country makes in-this field are!
worth while and that the whole intelligence output is efficiently
On the-other-hand, it is--desirable and proper, for us to insist that
the-risk-of another costly and''tragic surprise like Pearl Harbor.
,intelligence is the most effective and economical means of attainin
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The machinery for-accomplishing -our~ intelligence, objectives,
whole, includes the Central Intelligence Agency, the National
hereafter called the-intelligence community when referred to as a
Energy Commission.--Some of these agencies approach or exceed the
State, of- the- Army, -the Navy,, and-the Air Force, and of the Atomic
of Investigation `and-the- intelligence sections of the Department. of
Security Council,. the National Security Agency, the' Federal_.Bureau
operations- of the CIA- In- functions and In expenditures-, - However,
since CIA is charged with the- overallresponsibility for coordinat_
ing
Our investigations showed that the sensitive and vital work of
the output of"all intelligence forces, the task force gave
special attention to the work of-that agency.
were poor security risks. All such cases, except those obviously
without-merit ' were investigated by proper authority, or 3nvestiga-
some..individuals'-alleging--a few members of the intelligence community
organized subversive-or-Communist-le clique. Charges were made by
intelligence family was being effectively contaminated by any
and dedicated to the service of the nation, We discovered no valid
ground for the. suspicion that the CIA or any other element of the
the intelligence community is being led by a group which is sincere
On the basis of its comprehensive studies, the task force feels
tions are in the process of being made.
"that- the Americas people can -and should-give.-their full confidence
and support to the intelligence program, and contribute in every
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however, that in his enthusiasm he has taken upon himself too many
tive, selfless, enthusiastic, and imaginative. We are convinced
We found the Director of Central Intelligence to be industrious, objeca
possible way to the vital work in which'these agencies are enga_,d,
burdensome duties and responsibilities on the operational side. of
CIA's activities. The task force feels that certain administrative.
flaws have developed in the CIA, which must be corrected to give
proper emphasis and direction to its basic responsibilities
of intelligence information from our primary target - Russia and her
The major aim would be greater concentration on. the collect
emphasis, aggressive leadership, boldness, and persistence are
intelligence data from behind -the Iron Curtain, Proper directional
The task force is deeply concerned over the lack of adequate:
satellites, and Communist China,
effort must not- be permitted' to overshadow other vital phases of the
The glamor and excitement- of- -some angles'of our intelligence
essential to achieve the desired results.
work or- to cause neglect 'of primary- functions. A majority of the
task force is convinced that an internal reorganization of the CIA
is necessary to give assurance that each of these' functions gets
adequate attention without diversionary interests.
factory machinery for surveillance of the stewardship of the Central
-Intelligence Agency, It is making recommendations which it.- believes
The task force further is concerned over the absence of satis?
will provide the proper type of "watch-'dog" commission as a means of
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statutes relating to the Agency. It would include representatives
reestablishing that relationship between the CIA and the Congress so
essential to and characteristic of our democratic form of government,
but which was abrogated by the enactment of Public Law 110 and other
of both Houses of Congress and of the Chief Executive. Its duties
would embrace a review of the operations and effectiveness not only
One of the aims- in the creation ofa compact-commission of this.
of the CIA, but also of. all other intelligence agencies.
worthy accomplishments of our intelligence forces, and toFenlist
type would be to keep the public assured of the essential and trust-%
public support--andparticipation in the intelligence effort.
the intelligence program. There is-a corollary demand for clarifica-
Action' of this sort is needed to promote a general .-awareness and
appreciation among the people of the significance and objectives of
as a result of the misapplication of secrecy. However, it must be
recognized that intelligence operations require a large element of
tion of misunderstandings which have arisen in the public mind, largely
attractive program of. career incentives for its officials, and of
over a long period in the intelligence field.. It should develop a more
foreign field, and among retired military personnel who have specialized
pool of retired citizens with wide previous business experience.in
The intelligence community should draw more widely on the 'available
secrecy as an essential to success.
Recommendations to.'achieve.these-desirable results are being
benefits for its overseas employees.
offered by the task-'force.
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SCOPE OF TIE STUDIES
Early Instructions
Initially, - this task force 'was-' instructed by the Commission on
Organization of'the,Executive Branch of the Government (hereafter
referred to as the-Hoover Commission or the Commission) to study and
make recommendations-as to--the structure and administration of the
Central. Intelligence Agency.
Later, those .instructions were changea.by,tne commission o
embrace studies of'all intelligence operations. of 'the Federal Govern-
ment and recommendations for changes necessary to promote economy,
efficiency, and improved service in this field.
The task force gave thorough consideration to the decision of
the Commission to broaden the scope of the studies. It found at
activities expend'-public'funds .directly or indirectly in behalf of
in one form or another; In addition, ten or more. minor agencies or'.
least twelve major 'departments and agencies engaged in intelligence
-task- force wass'c'onfronted with the Herculean job of studying and
reporting on more, than a score of major and minor departments and
agencies.-- It quickly' became' evident' that any attempt to spread its
Thus, tinder-the broad'definition of"its terms of reference, the
the intelligence effort of the Government.
investigations over such a large area would mean that only sketchy'
results could .be achieved within the allotted time.
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services, activities, and functions of the agencies surveyed it con-
ing,that the task force would determine which of the intelligence
Task Force Procedure Revised
The most pressing need under present conditions is for officials
in important positions in Government, particularly those responsible
for foreign policy, to have readily available full and factual foreign
intelligence. (The word "foreign" as used here denotes the target of
information as distinct from the geographical source).
Accordingly, the task force suggested to the Commission that the
best results could be obtained if the dimensions of the inquiry were
limited to certain key departments and agencies.
This proposal was approved by the Commission with the understand-
requiring consolidation in the public interest; those non-essential
sidered essential; those not necessary, or of similar nature and
and competitive with private enterprise; and-those representLng
1. The intelligence functions of the National Security Council..
2. The value and effectiveness of the information supplied by
duplication or overlapping of work between agencies. Under this..:
revised program, the task force would cover, among other matters:
3. The effectiveness of the coordination of intelligence acti
the operating agencies.
vities.
4. The, organization, procedures, methods, and performance of
agencies as to economy, adequacy, effect on efficiency, and utilization.
5. An examination of the operation and physical plant of the.
the Government agencies in the field of intelligence.
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9. Effectiveness of the coverage by the various agencies of their.
Commission.
In order to obtain a clearer picture of intelligence operations,
Teams Make Firsthand Studies Abroad
two teams were sent abroad for on-the-spot investigations. Each team
was composed of a member or members of the task force and members of
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report which has been placed in the hands of the Chairman of the
jeopardize our national defense and security. These findings have
been incorporated in a separate, highly-classified, comprehensive
have been omitted from this report on the ground that their disclosure
publicly might give aid andcomfort to our potential enemies or might
6. The various programs of the agencies in such fields as training,
research and development, stockpiling, reference material, and security.
and dissemination of-intelligence information within the Government,
8. All programs and procedures for the collection,-development,.
7. Personnel policies and manpower utilization.
including-collection apparatus and dissemination media.
specific areas of assignment-, and extent of teamwork between these:,
agencies.
Two- Reports Prep red ..._
by a sincere desire to present as complete an account of its findings
In tho preparation , of this report, the task force was motivated
as considered Judgment indicated would best serve the public interest.
Certain other facts and recommendations prepared by the task force
 Approved For Release 2002/10/30 : CIA-RDP86B00269R001400180001-6
the staff. One group visited the European sector and the other tent
visited. The visits-and-discussions provided the task force with
representatives and-- senioTr military commanders in the countries
These staff groups held- conferences with the senior United States
to the Far East.
firsthand information which could have been obtained in no other
this report., and in the more comprehensive report to the Chairman
The conclusions reached and the recommendations contained in
fashion.
of the Commission., reflect the benefit of those personal tours o
inspection.
xiv
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ORGANIZATION OF THE TASK FORCE
Security Impact on the Selection of-Personnel
The Task Force on Intelligence Activities was the last investiga-
Before a-member of-the task force or staff could'have access to
any material, a-security background-.investigation was conducted and
prior association -with...departments and agencies embraced in the survey.
for background security and possible prejudicial interest- arising from
The task force personnel and staff had to be screened carefully
and. its methods of operation.
intelligence field influenced to some extent the structure of the staff'
of available personnel in this country with prior experience in the
of the staff assumed their duties on October 1, 1954. The limited.pool:.
tive group authorized by the- Hoover- Commission. The director and deputy
to "Top Secret" information. In each case where the inquiry involved
the individual declared by proper authority to be eligible for access.
access to atomic energy data, a time consuming special clearance was
own critteria, practices, and standnrds for clearance "The task ,force
It.was found that each-department and agency had developed its.
the department or agency involved in each specific inquiry.
adopted a policy in conformity with the policies and requirement3 of
In the interest of security and economy, the task force also.
decided to keep its staff as compact as possible, Sensitive
generally was studied on the premises of the agencies.
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their influence and guidance in the staff activities and at the same
Thus, all task force members were in a position to interject
ing the work of designated staff teams.
force members were assigned across-the-board responsibilities parallel-
staff members to study specific agencies, and to delegate to other
teams specific across-the-board survey functions. Individual task
Staff Organization
After careful consideration by the task force of various possible
methods of organizing the staff and its work, it was decided that the
most practical course would be to assign teams composed of one or two
time obtain valuable firsthand knowledge of the overall. problem.
department and agency, from the clerks up to and including the heads
pared briefings were furnished to the staff for ready reference.
Discussions were had with many echelons of personnel in each
usually were employed. In some instances, however, copies of pre-
ings were characterized by informality. Oral questions and answers
The task force and staff had the benefit of detailed briefings
by top officials and employees of each agency studied. These brief-
Procedures for Gathering Data.
particularly in the case of the study of activities oversease
certain areas found it necessary to employ the "sampling" method,
of the executive departments.
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The task force also received expert advice from many individuals
no longer in Government employs but who previously occupied positions
of prime responsibility in the development of our present intelligence
operations and organization. Some of these witnesses appeared before
the task force at no expense to the Government and at considerable
personal sacrifice. Their help and suggestions were of,-inestimable
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"INTELLIGENCE" - A DEFINITION
The fate of the nation well may rest on accurate and complete
intelligence data which may serve as a trustworthy guide for top-
level governmental decisions on policy and action in a troubled
world, where so many forces and ideologies work at cross purposes.
The Congress had clearly recognized the importance of the
role of intelligence in our national security. It has authorized
expenditures by appropriate departments and agencies to carry on
this work comprehensively.
Immediately after World War II, at the suggestion-of the Chief
Executive of our Government, the Congress approved the creation of
the Central Intelligence Agency to coordinate the intelligence
activities of the various government departments and agencies in
tation or delimitations to get at their precise application.
were lengthy and involved use of words requiring additional interpre-
surveyed had its own "pet" definition. Many of these definitions
special field of study, it was found that each department or agency
In the search for an acceptable definition as applied to our
as applied to its own areas of work and investigation.
understanding and agreement on the meaning of the word "intelligence,"
confronted at the outset with the problem of arriving. at a common
In order to evaluate the extent and effectiveness of intelli-
gence as carried out under present conditions and under the present
organization, the Task Force on Intelligence Activities found itself
this- field, in the interest of national security.
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The task force sought a definition as simple and clear as possible
and arrived at the following:
"Intelligence deals with all the things which should be
known in advance of initiating a course of action."
Useful for our purpose also, as a supplemental and extended defini-
tion, is that given in the Dictionary of United States Military Terms
"INTELLIGENCE- The product resulting from the collection,.
evaluation, analysis-P.-integration and interpretation of
all available information which- concerns one or more
aspects of foreign nations. or of areas of'operations,
and which is immediately or potentially significant to
planning."
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I THE INTELLIGENCE COMMUNITY -- NATIONAL LEVEL
THE NATIONAL SECURITY COUNCIL
military policies relating to the national security so as to enable
The function of the National Security Council is to advise the
President with respect to the integration of domestic, foreign, and
the military services and the other departments and agencies of the
Government to cooperate more effective],y in matters involving national
Security.
The Council is composed of the President, the Vice President,-the
,Secretaries of State and Defense., the Director of the Foreign Operations
military' departments when appointed by the President, to serve at his
secretaries and under secretaries of other executive departments and
'Administration, the Director of the Office of Defense mobilization, the
.;;"pleasure.
The Council, in addition to performing'such other functions as the.
;President may direct, for the purpose of?coordinating more effectively
the policies and functions of the departments and agencies of. the Gover-
meat relating to national security, subject to the direction of the
1. Assess and appraise the objectives, commitments, and risks
President, shall:
power, in the interest',. of national security., for the purpose of making
of the United States in relation to our actual and potential military
recommendations to the President to meet these problems..
2. Consider policies on matters of common interest to the
departments 'and agencies, of ' e, I Government concerned with the national
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within the field of national intelligence.
security, and make recommendations to the President on these matters.
In order to accomplish its mission, the National Security Council
has at its disposal several groups which function in varying degrees .
Duties of Special Assistant to the President
at any NSC meeting, but sits (just beneath the Council itself) at the
meetings. This Special Assistant to the President. does not preside
and with the Presidentfs approval prepares the agenda for the NSC
He personally briefs the President on national security affairs,
..important Planning Board of the NSC.
name, the Executive Officer of the NSC and is chairman of the highly
has constant and direct access to the President and enjoys his com-
plete confidence.
This Special Assistant to the President is, in fact if not in
of'the designation by him of a Special Assistant to the President for
National Security Affairs who, as a member of the White House Staffe-.~
The Council islinked closely to the President,.not only because
the Chief.-Executive is chairman and a member of it, but also because:
apex of the NSC administrative machinery..
The National Security Council has issued several intelligence
directives. They express the policy by which the intelligence effort
is guided and coordinated; establish, within the intelligence community,
committees for the fulfillment of specific intelligence functions; an
pinpoint the responsibility for specific duties in designated fields-
of ; intelligencef
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Director of Central Intelligence and correlation of intelligence by the
national security through a process of coordination of effort by the
calls for integration of all departmental intelligence relating to
The national intelligence polity., as expressed in these directives,
Central Intelligence Agency.
Other groups have been established as appendages to.the Council,.
through some ,of which intelligence, advice., and recommendations have
been received: by the Council for its use in advising and making recom- .
THE CENTRAL INTELLIGENCE AGENCY
no system inexistence"to assure that the information, properly evaluated,
the attack actually was available to the Government; but that there was
impressed upon Congress the fact that information necessary to anticipate
That investigation of events leading up to the 'dayof infaay"
receive adequate and prompt warning of the impending Japanese attack.
or lack of intelligence played in the failure of our military forces to
Pearl Harbor and to the post-war investigation into the part intelligence
The CIA. well may attribute its existence to the surprise attack on
mendations to the National Security Council on such matterso
security. The Director of Central Intelligence gives advice and recom-
evaluating, and distributing intelligence data affecting the national
Act of 1917, is charged with the responsibility of coordinating,
The Central Intelligence Agency, created by the National Security.
would be brought to the attention of the President and his chief advisers
so that appropriate decisions could be made and timely instructions
transmitted to the interested military commanders.
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among members of the Congress that responsibility for the coordination
organization was being considered, there was a widespread feeling
Therefore, in 197, when legislation for a national intelligence
in the debacle.
unjustly, on the military commanders present and immediately involved
It also demonstrated that in the pre-war Government organization
no single official was responsible for whatever failure of intelligence
was involved; and the blame for the military surprise fell, justly or
departmental intelligence, and for its dissemination, must be centered
of the production of national intelligence, as distinguished from
to fill this need. The Director of Central Intelligence, in the
perforLaance of this responsibility, receives pertinent information from
charged with the' coordination of the intelligence effort, was authorized
Creation of the Central Intelligence Agency, with its director
at one point.
all branches of the Government engaging in collection of intelligence,
administration of the Agency and grants the Director wide autonomous
The Central Intelligence Agency Act of 1919 provides for the
including the Atomic Energy Commission.
authority.
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II THE IN' .LIG&TCE COMMUNITY -- DEPARTMENTAL LEVEL
Office of Special Operations (OSO)
of the armed services.
Joint Chiefs of Staff
Joint Intelligence Unit:
As an adjunct of the Joint Chiefs of Staff., there is a Joint
Intelligence Committee composed of the intelligence chiefs of the
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Authority,. Responsibility, and Functions
The responsibility of the Secretary of Defense for intelligence
activities in the military services is not specifically defined in
legislation or executive order, but-is implicit in the following
provision of the National Security Act of 1947:
"The Secretary of Defense shall be the principal
:assistant to the President in all matters relating to the
Department of Defense.- Under direction of the President.,-
and subject to the provisions of this Act., he shall have
direction., authority, and control over the Department of
Defense.'
DEPARTMENT OF DEFENSE
The Assistant to the Secretary of Defense (Special Operations)
was designated to fulfill -a requiremelt for staff participation and
representation in matters affecting defense and national intelligence
efforts. His authority and responsibilities are set forth in various
directives and memoranda of the Secretary of Defense.
The organization is small and is neither intended nor prepared to
exercise administrative control over day-to-day intelligence activities
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members of the Joint Chiefs of Staff. The committee members are: the
Deputy Director for Intelligence of the Joint Staff, who acts as com-
mittee chairman-. the G-2 of the Army; the Director of Naval Intelligence
The Deputy Director for Intelligence of the Joint Staff heads the
and the Director of Intelligence, Air Force.
duties assigned to him by the Joint Chiefs of Staff through the
Joint Intelligence Croups performing the intelligence functions and
Director of..the Joint: Staff
within the Department of Defense, the Joint Intelligence Croup supports
Inasmuch as the Joint Chiefs of Staff and the Joint Staff
the Secretary of Defense in intelligence matters.
Department of the Arty
Responsibilities of the. Assistant Chief of Staff, G-2., Intelligence
f 5 e '
The AC/S, G-2, under supervision of the Deputy Chiefs of Staff -_
6
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and of the Comptroller of the Army., within his scope of responsibility -
foreign nations, and the strategic vulnerability of the United States
potential, topography, military forces and military activities of
dissemination of intelligence information pertaining to the war
plans, coordinates and supervises the collection, evaluation and
The AC/S, G-2, also gives staff guidance and coordination to the
Counter-Intelligence Corps (CIC) and to the Army Intelligence Center
and. its possessions.
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basis in conformity with rigid requirements aid standards established
Attache System
Army efforts in the intelligence collection field are carried out
largely through its Attache.Systen which maintains stations in many
foreign countries.
Officers are assigned in the Attache System on a highly selective
for. candidates for this type of duty..
After. selection, officers are assigned to language and intelli-
gence schools to prepare them for their assignments.
G-2ts training interest lies principally in the areas of policy
guidance and planning. The training division establishes the policies
under which intelligence and language schools operate, and monitors
G-2 Training Interest
their program.
'Elements of the division also monitor training programs in the
intelligence field, which are conducted by the various field commands
and agencies, to insure conformance with G-21s guidance.
Counter-Intelligence Corps
and security functions, he does not exercise a true command control
-while the Corps commander. is responsible for certain administrative
also, in effect, a deputy of AC/S, G-2, for CIC matters. However,
This Corps operates under the command of a major general, who is
over the personnel of the Corps.
Based on the principle that security
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to field units and operate directly under command of the unit to which
they, are, assigned.
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The mission of the CIC is, to ferret out any treason, sedition,
subversive activity or disaffection, and to detect and prevent enemy
espionage or sabotage within the Army Establishment and its area of
jurisdiction.
In the pursuit of their primary functions, members of the Armyas
Counter-Intelligence Corps acquire some intelligence data, and these
are fed into- the intelligence system..
Relationship'to Other Agencies
G-2 operates generally in a healthy atmosphere of cooperation and
understanding in its relationship with other segments of the intelli-
gence community. Committee, subcomm.ttee, and working groups provide
for ready interchange of material, practices, methods., and other
pertinent intelligence information..
Much of the effectiveness of this system is achieved through
person-.l contacts. Material of an urgent nature can be disseminated
throughout the intelligence community through these contacts without
being delayed to await scheduled committee meetings. There is
positive evidence of an aggressive willingness and desire among those
engaged at the working level to promote the overall intelligence effort.
Language. training for the Attache System and for the Foreign Area
Specialist Training (FAST) is conducted at the Army Language School
Language Training Program
in Monterey, California.
Use also is made of the Naval Language School
in Washington,'D.. C., and civilian"colleges. The Army conducts
language courses for CIC personnel at Fort Holabird, Maryland.
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Department of the Navy.
2. Providing the Naval Establishment with the intelligence
the purpose oft
to Informing the Naval Establishment of the war-making
capabilities and intentions of foreign nations.
Office of Naval Intelligence (ONI)'
The Office of Naval Intelligence is part of the organization of
the Office of the Chief of Naval Operations. The Director of Naval
Intelligence is designated as an Assistant Chief of Naval Operations,
and reports directly to the Vice Chief of Naval Operations. He also
has a direct responsibility to the Secretary-of the Navy.
Under the authority and direction of the. Chief of Naval Operations,
the Director of Naval Intelligence is required to administer, operate,
and maintain an intelligence service fulfilling the intelligence and
counter-intelligence requirements of the Department of the Navy for
needed for plans-and operations.
and international intelligence.
5. Promoting the maximum intelligence readiness of the
4. Providing the Naval contributions to joint, national.,.
Warning.Naval authority of threats to security of the
Naval Establishment.
- operating forces and other components of the Naval Establishment.
6 .;Coordinating the intelligence effort of the Naval
Establishment.
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7. Developing and promulgating, subject to approval of the
Secretary of the Navy, policies for the protection of classified
protection of classified matter.
Organization in the Field
matters relating to Naval intelligence and security policies for the
8. Advising the Chief of Naval Operations concerning all
matter, including such policies applicable to industrial security.
intelligence mission of the Navy:
In the field, three organizations assist in carrying out the
1. Naval District Intelligence Officers, who are under
ONI's management control and operate in the continental United States
and in certain outlying areas.
2. Intelligence organizations within the forces afloat.,
.which, although directly under their respective commanders, are still
,under ONI's technical supervision,
3. The Naval Attache System, which also is under juris-
The primary., functions of the District Intelligence Officers are
the conduct of counterintelligence and the implementation of security
policies. The District Intelligence Officer serves on the staff of
which his district is located. 'The Naval District Intelligence
additional duty on the staff. of the commander of the sea frontier in
his Naval District Commandant, and in certain designated districts has
Offices are the major.source of domestic counterintelligence of
special concern to the Navy.
In the forces afloat, each area
mander, and all flag officers exercising command have a staff intelligence
Approv)
14
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them collection missions within their capabilities to executes
for the collection, processing, and dissemination of intelligence for
the command. ONI supports their intelligence requirements and assigns
section. This is headed by an intelligence officer who is responsible
the-chief of the diplomatic mission to which they are assigned.
they also have a responsibility to the ambassador or.minister who is
Naval attaches and their staffs are officially a part of ONI, but
Naval Attache System
problems arising from these visits and the attendant shore leaves.
Naval elements would like to have a naval attache to take care of many
Each of the ambassadors to countries having ports of call for our
primary Naval interest to ONI.
Normally, attaches are stationed only in those countries which are of-
Administration
Administrative work in the Office of Naval Intelligence is handled
to maintain efficiency and economy throughout?TONI.
power and management surveys are conducted continuously by this division
by the Assistant Director of Naval Intelligence, Administration. Man-
line officers, not specialists. The Military Personnel Act of 1947 made
Most of the military personnel assigned to intelligence duties are
provision-.for intelligence specialists in the Regular Navy. However.,
since-by law none of these "Special Duty Only"; officers may succeed to
. command, and since command is the usual stepping stone to flag rank,
the. "Special Duty Only" *,class of service is unpopular among line. officers.
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Department of the Air Force
Organization for Intelligence Work
The civilian staff of the Secretary of the Air Force includes a
Special Assistant for' Intelligence who is responsible for review and
evaluation of all matters pertaining.to plans, policies, and programs
relative to the Air Force intelligence program. He is also charged
with supervision and ultimate review of the personnel security program,
both military and civilian.
The Deputy Chief of Staff, Operations, is responsible for the Air
Force intelligence activities, communications activities, and atomic
,energy matters.
The Department2s Inspector General is responsible to the Chief of
Staff, USAF. Among his other duties, he conducts investigations of
:activities, sabotage and espionage; and performs related counter-
matters involving major crimes, violations of public trust, subversive
Comptroller, affects adversely the efficiency of staff operation. Elevation
The Director of Intelligence, Headquarters, USAF, is directly
responsible to the Deputy Chief of Staff, Operations. This organiza-
tional relationship places him in a position subordinate to a Deputy
Chief of Staff. The interposing of an echelon between the major
intelligence element-of the Air Force and the Department's Chief of
Staff and certain other functional Deputy Chiefs of Staff, such as the
,intelligence functions for the Department.
of the Director of Intelligence to the level of Deputy Chief of Staff.
would greatly enhance the prestige of intelligence in the Air Force.
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This is a desirable and appropriate step in view of the tremendous
importance of intelligence in the overall mds lion of the Air Force.
Air Force Intelligence Training
Recognizing the need for continuing intelligence training, the
Air Force has established such a program for officers and airmen,
embracing courses ranging from those of an introdu,;tory nature to
those appropriate for staff officers in higher headquarters.
In addition to the service schools, college facilities are used
for language training and special studies. Training courses also
are available for Air Force reserve personnel.
The Air Force training program generally is adequate for current
requirements, even in technical areas where the personnel turnover
is heavy. Periodic studies should be made, however, to assure the
adequacy of training facilities in relation to worldwide staff
requirements. The staffing of foreign posts with inadequately
trained personnel may be not only uneconomical, but might result also
in the loss of opportunities to collect intelligence.
diplomatic means. By virtue of the authority the Secretary exercises
foreign policy and to implement and supervise its execution by
DEPARTMENT OF STATE
Responsibility for Foreign Policy
A primary function of the Secretary of State is to act as
principal adviser to the President in the determination of American
over all the activities of
derives'principal:support for the accomplishment of this task from the
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reports essential to determination and.execution of foreign policy.
program for foreign intelligence for the Department and for producing
of an Assistant Secretary, develops and implements a coordinated--
The Special Assistant-Intelligence, with rank equivalent to that.
Under Secretaries, the Administrator of the Bureau of Security and
Consular Affairs, the Special Assistant-Intelligence, and the
Director of the Policy Planning Staff.
action in the field.
attitude has prevailed, often to the detrinent of vigorous and timely
come to the attention of the task force where too conservative an
fight to preserve our national welfare and existence. Instances have
that, while political ends must be served and unjustifiable risks
avoided, the collection of intelligence is a vital element in the
-interests It must be realized that diplomacy is not an end in itself;
of cold war. .
While all contribute to the end in view, conflicts between them
must be resolved, usually on a high level, and always in the national
operations incident to the collection of intelligence and the conduct
Effect of Diplomacy on the Overall Collection of Intelligence
The task force has recognized the incompatibility in method
between the practice of diplomacy and the more direct and active
foreign policy was produced by the inadequate research staffs of
Prior to World War II, intelligence for the support of American
Creation of the Intelligence Area
departmental policy offices
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and maintains liaison with the other members of the-intelligence
Secretary and senior policy officers of the Department of State,
Council. The Intelligence Area provides staff assistance to-the
The Secretary of State is a member of the National Security
situation.
the quality of intelligence demanded by the tense international
Creation of the Intelligence Area of that Department, by"Executive
Order 9621 of September 20, 19115, recognized the need for improving
community in the discharge of the Department's responsibility in
total intelligence program of the Government.
quarters for this special type of work. -The'cost of adequate
The Intelligence Area maintains its offices and records in a
converted apartment building, which does not constitute satisfactory
Better Quarters Needed
and miscellaneous services for this branch of the intelligence
vacating of leased spaces, and reduce costs of security, maintenance,
approved under the provisions of Public Law 519, would improve
working conditions and efficiency, produce savings through the
Existing plans for an addition to the New State Building, if
security measures consequently is high*
effort.
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FERAL BUREAU OF, INVESTIGATION (FBI)
Ih view of the limited activities of the FBI in the positive and
agency became known as the Federal Bureau. of investigation.-
Bureau of Investigation were established in. 1924, and in July 1935, this
1908. The policies now followed in the administration of the Federal
Attorney General'of the United States,, by Executive order of July 26,
A Bureau of Investigation was created, under jurisdiction of the
foreign intelligence fields, a detailed study of this agency was not.
studied with,'deep interest by the task force, in order to fill out the
organization of its kinds We are confident that in the FBI we have a
We found the ,Director of the FBI, through his forcefulness, initia
tive, and managerial ability, to have developed his agency into a model
FBI Responsioil'.Ties in uounterinzeslagence
Among other assigned responsibilities, the FBI has jurisdiction. over
investigations relating to espionage, sabotage, treason, and other mat-
ters pertaining to the internal security of the United States, This
Jurisdiction places the FBI directly in the field of counteri.ntelli,gence.
privileged to be employed in the departments. and agencies of the Govern--
procedure covering stall persons seeking the privilege of employment or
Executive order 10450 (May 27, 1953), which established the security
rent,41 provides that: "All investigations conducted, by any other agencie
coercion of an employee to act contrary to the interests of the national
';`security' shall be'referred promptly to the Federal Bureau of Investigation
or -a full' field investigation,!'
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ywhich develop adverse information involving loyalty or, information.showing
 for the coordination of the investigation of all domestic espionage,
Relationship to Other Departments and Agencies
Interdepartmental Intelligence Conference (TIC) rich is responsible
Inspector General, Headquarters, U. S. Air Force - is a member of the -.
meet of the Navy; and the Director of Special In-.astigations, the
G-2, Department of the Army; the Director of Naval Intelligence,'Depart-
The Director of the FBI - along with the Assistant Chief of Staff,
matters affecting Snternal security..
counterespionage, sabotage, subversion, and other related intelligence-
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The 'TIC Charter does not disturb the responsibilities of the u:ember
agncies, but makes mandatory such action by those agencies as is necessary
.Government.
of effort, through appropriate exchange and coordination of information
and action among the various pertinent agencies and departments of the
.to insure complete investigative coverage of this field without duplication
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From the'beginning, the United States has tried consistently to
III FOREIGN INTELLIGENCE
Evolution of Our Plans
Traditionally, Americans are a peace-loving people. But, a
philosophy of peace is no guarantee of peace. In a tortured world
where greed,. intrigue, and lust for power exist, protection of liberty
and assurance of survival lie in alertness and strength. Alertness in-
wolves adequate intelligence data on which to base adequate preparedness.
,,maintain relationships with other countries openly and to refrain from
a'ta.cipation in secret treaties. This principle likewise established
collection of information concerning poll tical and military policies
the earl;- pattern for the conduct of our intelligence activities. The
and plans of foreign governments was accomplished openly and with the
full knowledge of the foreign powers. 'rne wore was peslviia wu~
the offices of our diplomatic representatives abroad and accredited
and to draw from it logical conclusions upon which to base national
machinery at home to, pull this information together into a cohesive mass
A substantial volume of material was collected, but there was no
military attaches.
policy and future plans e
in-Chief of the Armed Forces, established an Office of the Coordinator
On July 11, 1941, the Chief Executive, in his capacity as Commander-~
otherwise,, which may bear upon national defense strategy; to interpret
of information to ".collect and analyze information data, military'or
..and correlate such strategic information; to make it available to the
to carry rout, when requested by the President, such supplementary;
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such' other officials as the President may determine,
 actiAftav%Fig? gi&8m2&W1 s~ & ( ~QA;4d0f~@0~0~'ka~n
not available to the Government." This office came into being only five
months before Pearl Harbor,
Through a process of evolution, there finally emerged the Office
of Strategic Services as an operating agency of the Joint Chiefs of
Staff., This organization remained intact until the end of World War II.'
Post-War Organization
In the-fall of 191i14, ' the Chief Executive wrote to the Director of
trategi:c, Services requesting recommendations as to the organization of
a: post-war'intelligence organization. The director submitted a plan for
the creation of a central intelligence service. The plan placed the
proposed central intelligence service in the Executive Office of the
President and called for the appointment by the President of a Director
f Intelligence who would discharge and perform his functions and duties
under the direction and supervision of the President.
It also provided for the establishment of an Intelligence?Advisory
Board consisting of the Secretaries of State, War, and Navy, and such
others as the President deemed necessary. The duties of the board would
be to advise and assist the Director of Intelligence.
The plan placed in the hands of the Director the work,of coordinating,
pd _ collecting,'evaluating, and disseminating intelligence for national pur-
.poses. It also recognized that various departments of the Government'
:.should have their own intelligence bureaus for the collection and process-.
ing of such information and material as might be needed in the performance
? of their daily functions and duties. Each of these bureaus would be
under the sole control of its department head and would not be encroached
upon. or impaired by the . f unctions granted. to any other governmental in-
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The plan further contemplated that in time of war or unlimited
emergency, all programs of such an agency in areas of actual or pro-
jected military operations would be coordinated with military plans and
be subject to the approval of the Joint Chiefs of Staff; or in case of
the consolidation of the armed services, under the supreme commander.
Functions Divided
agencies of the State, War, and Navy Departments as related to the
It charged the'Central Intelligence Group with the task of correla-
ting, evaluating, and disseminating intelligence relating to the
national security; with coordinating such activities of the intelligence
Under the pressure of prompt dissolution of wartime agencies, the
Chief Executive, on September 20,-1915, divided the functions, personnel,
and physical resources of the Office of Strategic Services between the
State Department and the War Departments The research and presentation
element was transferred to the State Department, to be absorbed or
liquidated so that the elem'ant would cease to exist on December 31, 19135.
On January 22, 19136, the Chief Executive created. the National In-
telligence Authority consisting of the 'Secretaries of 'State, War, and''
Navy, and the President's personal representative,' to plan, develop, and
coordinate Federal foreign intelligence activities so as to assure the'
most effective accomplishment of the intelligence mission for national
security., This Presidential directive also created a Central Intelligence
Group (CIG) under the direction of a Director of Central Intelligence
(DCI), designated by the President to assist the National Intelligence
Authority (NIA) and to be responsible to it. The directive specified
that the head of CIG would sit as a member of the NIA.
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By the National Security Act of 19i .7, as amended (Pablic Law
253, 80th Congo, July 26, 1947), the Congress established .a. National
Security Council (NSC) which took the place of the old National Intelli-
gence Authority; and created under the National Security Council a
Central Intelligence Agency (CIA) with a Director of Central Inte11i--
gence (DCI) as its head. The National intelligence Authority ceased
Under the provisions of this Act, the National Security Council
established an Intelligence Advisory Commdttee (IAC) made up of the
various intelligence chiefs, to advise the Director of Central Intelli-
gence in his efforts to coordinate the intelligence activities of the
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IV INTELLIGENCE PERSONNEL AND SECURITY
Character of the Present Worka.ngForce
elements were readily infiltrating into these sensitive jobs.- Our in
The methods used for selection of personnel were reassuring in the
light of suspicions which have been voiced that subversive and communistic
vestigatiazs indicated that the intelligence leadership in all branches
designed to prevent any such infiltration.
One flaw in the present system, however, seems to be the absence
of a genera plan for a periodic review of the security status of
every person after employment in intelligence activities,, to guard
against the possibility that some employee who was completely dependable
and honorable when starting work might have changed character, fallen
from grace, or succumbed to alien blandishments or some personal weakness
such as strong drink or sexual perversion. The task force makes recom-
Schedule 'A'"of the'-Civil Service program by some intelligence units.
The continuing need for skilled civilians in certain categories of
intelligence work suggests further use of the appointment method under
AFOIN, CIA, and State) and are generally adequate. The major obstacle in
Policies and procedures to-give assurance of security of personnel
follow a standard pattern in all of the. agencies concerned (FBI,. ONI, G-2,
this area is. the load. thrown upon investigative agencies in providing
:personnel clearances, Backlogs exist in all agencies, and the time re
uired for complete clearance-checks ' and full background investigation
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runs as high as fifteen months. Such long delays hamper certain phases
of the intelligence program to ihich these prospective employees are to
be assigned., and some potential'intelligence personnel are lost to the
intelligence community. They grow tired and restive at the long wait and
accept other offers of employment.
G-2 Personnel and Security
All military assignments to G-2 are made by The Adjutant General (TAG
in a manner similar to other assignments. T .thin G-2, however, there are
certain key billets in which G-2 has a special interest. In such cases,
selection of qualified personnel to meet specific requirements is'made
from nominations by TAG.
With only a few minor exceptions, the quality of personnel in Gm2
was found to be of an exceptionally high order, Contact with officers
in this field indicated that they were alert to their obligations and
duties, Personnel records of those -o may have had experience in intelli-
gence are clearly marked so that such men are not lost to the system and
may be made available readily for future assignments in this wrk. Most,
senior officers wish to retain attachment to their basic branches of
service, but feel. that an intelligence assignment is beneficial to their
career,
Regulations and necessary implementing procedures for compliance with
Executive Order No. 10501, titled ".Safeguarding Official Information in the
Interests of the Defense of the United States" are in effect and are well
observed. Personnel attached to G-2 are security conscious to a high
11y alert
and ever conscious of their responsibility.
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ONI Personnel
Security policy in the Navy is vested in the Secretary of t:--e Navy.
Preparation of security policies has been delegated, through the Chief of
Naval Operations, to the Director of Naval Intelligences Administrative
work in the Office of Naval Intelligence is in the hands of the Assistant
`'surveys are continuously conducted by this division to maintain both
Director of Naval Intelligence, Administration. Manpower and management
efficiency and economy throughout ONI.
In addition to ONI, three other offices have responsibilities in
Navy; aid the office of Naval Material, in matters of industrial s :~curi:
maters concerning security among civil service personnel within the
of military personnel, security; the Office of Industrial Relations,
:certain phases of security. They are the Bureau of Personnel,. in,matters
Each was surveyed and appeared to be functioning adequately.
in the Military Personnel Act of 1917 to include intelligence specialists
duties are not specialists; they are line officers. Provision was made
The'major portion of military personnel assigned to intelligence
in the Regular Navy. However, since by law none of these "Special Duty
24
Only" officers may succeed to command, and since command is the usual
stepping stone to flag rank, the "Special Duty Only", class of service is
unpopular.
The present tour of the Naval attache is two. years,
to language schools. Many attaches are just getting proficient in'the
Because of
personnel limitations, it has not been possible to send all Naval attaches
.language of the area to which they have been assigned at the end of the tour.
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The other two services use the three-year tour, and so does the ONI.
It would seem logical to bring the Naval attache Is tour in line by
making it three years also.
Air Force Intelligence Personnel
Air Force security operations are centered in the office of the
Deputy Inspector General for Security. The Deputy Inspector General
has two dire ctorateso that of the Office of Special Investigations,
and of the Air Provost Marshal, t.th the functions of security divided
The Office of Special Investigations is responsible for conducting
between these. directorates.
all personnel background investigations. within. the jurisdiction of the
Air Force and for forwarding final reports on completed investigations
to interested commanders for appropride action. Close liaison is
maintained with the Federal Bureau of Investigation, Givil Service
Cozmmtission, and other investigative and law-enforcement agencies. Regu4
lations have been published for the purpose of establishing uniform.
policies and procedures for the personnel security investigation and
clearance of Air Force rrd_li.tary and civilian personnel requiring access
There is some reluctance now on the part. of career service personnel
to classified information.
in the Air Force to take assignments or to specialize in intelligence work
because of the limited opportunities to reach the grade of general officer
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in this field. If the Director of Intelligence had greater latitude in
the selection of personnel, an improvement in this general attitr.de might
be achieved. The service would be more attractive if some of the highly
trained officers he would select could anticipate eventual elevation to
the grade of general officer.
Because of Civil Service restrictions, the Air Force also has exper-
ienced difficulty in cbtaining civilian persomi-1 suitable for special
intelligence. duties. Certain specialists, such as analysts, need great
technical sld.2l and long
experience, are generally in short supply an
reluctant-to be placed under Civil Service. Civil Service exemptions.'
for a limited number of such experts would help the Air Force to overcome
this deficiency more readily.
Industrial Security
The intelligence units of the armed services realize fully that.
vital secrets placed in the hands of private industry must be amply pro-
tected without sacrificing efficiency or hampering productions "The
Aimed Forces. Industrial Security Regulation" (AFISR), dated January 15,
1953, and issued by the Department of Defense, is the. current directive
governing security in this
area. Instructions to contractors regarding
the handling of classified material are set forth in a Department of De-
fense publication bearing the title "tIndustrial Security Manual for
Safeguarding Classified Information" (ISTISCI).
AFISR effectively coordinates the industrial security activities of
all military agencies engaged. in procurement operations. Prior to its _
issuance, agencies operated individually under their on departmental
directives and supervision. AFFISR fixes responsibility for plant'super--
.vision, designates procedures for clearance of both-facilities and
individuals, and eliminates. duplication of effort and uncertainty over
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 areas or security responsibiity.
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After a plant has receive agency
cept classified material from any agency. The agency which is having
the work performed in that plant and which gave the clearance for that
work, is responsible for the contractor's obedience to the security
be a security risk, although removed from work of a classified nature,
program arises from the fact that an individual who has been declared to
instructions. A serious weakness in the industrial personnel security
o. material and information of great value to a potential enemy of ' this
of movement.wLthin the. plant, such an employee still would have access-
contact with employees engaged in sensitive production and enjoys freedom
might still be retained in the salve plant. Because he has daily personal
country. .
The military departments are aware of the situation and have recom-
such a proposal and feels.that this loophole in our security barriers
mended legislation to correct this deficiency. The task force commends
should be closed promptly.
Individual Security Cases
In the conduct of this survey, the task force assiduously endeavored
of operation of the members of the intelligence community, and to deter-
.
Ccnmd.ssion to study and investigate the present organization and methods
accomplishment of the specific duties assigned to it by the Hoover
to keep its effort focused and to expend its time and resources in the
mine what changes, if any, would he necessary or desirables
Although detailed study of the policies, functions, and procedures
as outlined to us by the Commission, did not primarily entia3.l... uie An-
of the d paxtmeuts and agencies collecting and handling intelligence data,
vestigationof the security angle of every individual. engaged in:,
affects these intelligence functions, ' and, we faced squarely the issue of
intelligence, we recognized: the fact that the character of personnel
indi#MRIeg&;s 4e ~QQ & .