SURVEY OF USIB COMMITTEES

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP79M00098A000300020003-4
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 21
• Document Creation Date: December 16, 2016
• Document Release Date: December 21, 2004
• Sequence Number: 3
• Publication Date: November 19, 1974
• Content Type: MF

Approved Fo le 06ft '/05 CIA DRT9 OU98 1~1~0
OFFICE OF THE EXECUTIVE SECRETARY
19 November 1974
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MEMORANDUM FOR:
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SUBJECT Survey of USIB. Committees
1. The following is in response to .your request for a survey (attached)
of the USIB Committee structure.
2. Of the thirteen' committees, only one chairman is actually full-
time; that is, the Chairman of the Intelligence Information Handling
Committee. The Chairman, Security Committee will be employed about
three and a half days per week after 1 January. The Chairman, COMIREX
indicates that all but 5-10% of his time is spent on committee duties. - The
amount of time devoted by other chairmen to committee business varies
from no indication or as low as 20% (GMAIC) to 70% (SIGINT Committee).
3. Of the staffs committed full-time to committee business, COMIREX
leads the group with a total of seven of these are clerical. For all
committees there are a total of reported as full-time of whichQare
clerical. From the data presen e it is not possible to precisely indicate
all the part-time committee employees, but there are approximately 0
This figure does not include committee members.
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4. Most of the chairmen use existing line organizations in support -
of committee business.
In the case of JAEIC, the art-time personnel indicated are
employees of the Nuclear Energy Division. "This division directly supports
the substantive/estimative activities of the committee, functioning in this
role much like an analytical secretariat." In the case of the Watch Committee,
it is noted that th National Indications Center consists of full-time 25X1
professionals andlfull-time clericals.
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5. The survey was directed primarily at obtaining those figures
directly attributable to committee business. The indirect support provided
by the member agencies would require a separate, detailed investigation.
It is estimated that this indirect part-time support involves literally
hundreds of people.
6. Traditionally the leadership of the USIB committee structure
has rested with CIA. Because of this historical fact, the CIA line organiza-
tions of the chairmen provide extensive support to the committees which.
cannot be quantified. It would be hard to envision duplicating such staffs
should the chairmen be independently situated; e. g., an EIC Chairman
without OER, a JAEIC Chairman without NED, a GMAIC Chairman without
OWI. It is a moot question as to whether the type of line support for the
DCI and the USIB/IRAC structure provided by part-time CIA chairmen
could also be provided by line officers in other USIB member agencies who
were also chairmen on apart-time basis.
7. Another important consideration, which is not immediately apparent,
is the expertise which a chairman achieves and maintains on a current basis
by working every day on a line job directly related to his chairman's duties.
By the nature of his work he has available to him an appreciation of all-
source contributions to the subject matter germane to his committee. This
enables him to draw readily upon and make judgments regarding his require-
ments. In many cases the interaction between the substantive demands of
his line position are inseparable from the considerations which must be
applied to his committee. One chairman observed that it is virtually impos-
sible to differentiate between the work his staff does in support of his com-
mittee and in support of his regular line duties. One might consider this a
liability to the objective approach a chairman must have. It can be argued,
however, that a chairman can be just as objective working from a base of
knowledge provided by his own people and, perhaps, more effective because
he is not at the mercy of his committee members for information on the
subject at hand. This argumentation must, of course, operate from the
premise that CIA, as an organization, is somewhat less apt to be influenced
by parochial or vested interests in such things as U. S. weapons development,
etc. In the final analysis objectivity, insofar as it is achievable at all, rests
upon a combination of factors involving the character and knowledge of the
chairman and the degree to which he is free from the pressures of vested
interests.
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 CONFIDENTIAL
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8. On the opposite side of the coin, there may be a case for
organizing all committee chairmen into one staff under the DCI, a la
NIOs, but under the guidance and administrative control of the D/DCI/IC.
Such an organization would allow chairmen of the various committees
to devote more time to committee business. It would also place the
chairmen under positive control of one superior. A total transfer of
chairmen to the IC Staff probably would be a waste of talent, however,
because it would in some cases result in full-time chairmen replacing
people now able to handle the positions on a part-time basis because of
the substantive dovetailing of their line and committee jobs. To transfer
the line officer as a full-time chairman under the IC Staff would, of course,
require that he be replaced by another senior level officer; two senior
officials doing the job now done by one.
9. On balance it is believed that the existing relationships of the
chairmen to their line organizations is preferable in most cases. The
current exceptions to this relationship seem to be working well, and
selected shifts in the future of some chairmen to the IC Staff may be
appropriate. To subordinate all the committees organizationally to the IC
Staff would require, at the minimum augmentation of the staff by hair-
men, [] executive secretaries and[necretaries, for a total ofThis
does not take into account such staffs as the full-time people assigned to
COMIREX.
10. From the DCI's perspective, the current organizational relationships
of the chairmen vis-a-vis the D/DCI/IC can be said to be functioning in the
manner which was intended. That is to say with the policy guidelines estab-
lished for the chairmen and the IC Staff by the DCI, the pivotal point for
DCIDs and LOIs in the IC Staff and the fitness reports prepared by the
D/DCI/IC for the chairmen provide the mechanism for General Wilson to
be the DCI's focal point for the USIB committee structure.
Executive Secretary
Attachment
a/s (not included)
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3
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CONFIDENTIAL
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30 October 1974
MEMORANDUM. FOR EXECUTIVE SECRETARY, USIB
I. COMMITTEE NAME:
Committee on Imagery Requirements and Exploitation
(COMIREX)
2. COMMITTEE CHAIRM
AN
:
3. FULL
(also serves as
-TIME COMMITT
T
E
C
E
O/CIA, requiring . 5-10 per
EMPLOYEES (Office of the
cent of ti
Chairm
me)
an):
Professional
Secreta
rial /Cle
rical
CIA -
25X1
DIA -
4. PART-TIME COMMITT
E
E EMPLOYEES:
Professional
Percent
of Tim
e
Chairman, EXR
A
ND
NPIC/DIA) *
20
25X1
Chairman, SDW
G
U
CIA) ** 3
0
5. FULL-TIME SUBCOMM
IT
TEE EMPLOYEES:
Professional Secretarial /Clerical
a. ICRS CIA CIA -I
DIA
b. EXSUBCOM CIA
DIA
TOTAL
ADP/WG CIA
6. FULL-TIME WORKING GROUP. EMPLOYEES:
Professional Secretarial/ Clerical
0
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*Serves also as Chief, Technical Services Group, NPIC.
**Serves also as Chief, Liaison and Control Group, CGAS/DDI.
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ADMINISTRATIVE/INTERNAL USE ONLY
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COMMITTEE NA7,1,I Critical Collection Problems Committee
COMMITTEE CHAIRM AN7: Eloise R. Page
Other Responsibilities (or Title): Deputy Chief, Operations Staff/DD(
FULL-TIME COMMITTEE EMP_.O Y EES:
Professional Clerical
one (approximately 95% of the one
time spent on CCPC)
PART-TIME COMMITTEE EMPLOYEES
Professional Percent of Time Clerical Percent of Time
II
FULL-TIME SUBCOMMITTEE EMPLOYEES:
Professional Clerical
FULL-TIME WORKING GROUP EMPLOYEES:
Professional
STAT
For various reasons the CCPC has not been active over the past year.
It has, however, now resumed its activities and will presumably continue to
be very active in the future. It is difficult to state definitively the
amount of time spent by various personnel on CCPC activities. When a study
is underway, the Chairman, the Executive Secretary, and as a rule, at least
l:_. %:a :. idual From each reml)e ^ )"' l^. cul c 1~dv un c; -
Lt is completed. This has been k corm to consume aay1 '-mac from 1:17e days on
the Cyprus paper to five months on the Soviet Anti-ship `Fissile paper. The
CCPC does not have a regular schedule of meetings but convenes only to
consider specific studies in progress.
ozso R. P
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Ct
ILLEGIB
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MEMORANDUM FOR
Executive Secretary, USIB
SUBJECT CIA Employees Time Devoted to"
Activities of the Economic
Intelligence Committee
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The activities of the Economic Intelligence Com-
mittee, its three subcommittees, and the Joint SIC-EIC
Computer Working Group, regularly involve =CIA pro- 25X1
fessional and =clerical employees, each spending only
a small portion of his time. The Subcommittee on
Requirements and Coordination requires about 2 man-
years, principally because of the work entailed in
coordinating and publishing triannually the 8 regional
EAL Reporting Guides. The EIC, the other 2 subcom-
mittees, and the Joint Working Group, collectively
require only about one manyear. The personnel involved
are as follows:
Regular Assignment
Electronics and
Telecommunications
Subcommittee
Shipbuilding Sub-
committee
CONFIDENTIAL
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STAT
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d C Com
ut
p
er
working Group of
the SIC-EIC Regular Assignment
Requirements and
Coordination Sub-
committee
ice Chairman
Economic Intelligence Committee
cc: USIB Support Ass't., O/DDI
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CONE ID NT
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 ~ 'dr~efe s@~0O5 0 JQ T:' Inc-$~L~ OQ0390R B003-4
COMMITTEE NAME: Guided. Missile and Astronautics
Intelligence Committee
COMMITTEE CHAIRMAN:' R. E. Hineman
OtherResponsioilities (or Title): Deputy Director/Office
of Weapons Intelligence(presently Acting Directc
FULL-TIME COMMITTEE EMPLOYEES:
Professional Clerical
II
PART-TIME COMMITTEE EMPLOYEES*:
Professional Percent of Time Clerical Percent of Time
(SEE BELOW)
FULL-TIME SUBCOMMITTEE EMPLOYEES:
Professional Clerical
FULL-TIME WORKING GROUP EMPLOYEES:
Professional Clerical
0 0
*Part-time Committee Employees:
The Chairman devotes about 20% of his time to
Committee work. The Committee members spend 10 - 15% of
their time on Committee business. The members of the
eight working groups spend 5 - 10% of their time to GMAIC
work. (The above figures are estimates of R. E. Hineman).
Please provide a rough ci.t at the porcentage of time spent by
people who work part-tine to support the Committee, specifically
includin,x the Chairman if a,ppropriaat,,
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CONFIDENTIAL
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 2.4 October 1974
~I~Cp~pr~ov~ R~'IIe s~ilblT5/ -&.V-hD''b&0'9'kW0300&b03-4
COMMITTEE NNAME: Human Sources Committee
COMMITTEE CHAIRMAN: Herbert J. Jenne
Other Responsibilities (or Title): Chief, Collection
Guidance an Assessments .Staff, DDI
FULL-TIME COMMITTEE EMPLOYEES:
Professional
None
Clerical
PART-TIME COMMITTEE EMPLOYEES=`:
Professional Percent of Time Clerical Percent of Time
*See attached
FULL-TIME SUBCOMMITTEE EMPLOYEES:
Professional Clerical
FULL-TIME WORKING GROUP EMPLOYEES:
Professional Clerical
*Please provide a rough cut at the percentage of time spent by
people who work part-tirrie to support the Committee, specifically
including the Chairman if appropriate,
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COMMITTEE NAME: Intelligence Information Handling Committee
COMMITTEE CHAIRMAN:
Other Responsibilities (or Title):
FULL-TIME COMMITTEE EMPLOYEES:
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Professional
PART-TIME COMMITTEE EMPLOYEES*: Professional Percent of Time Clerical Percent of Time
FULL-TIME SUBCOMMITTEE EMPLOYEES:
Professional.- Clerical
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FULL-TIME WORKING GROUP EMPLOYEES:
Professional Clerical
provided on ICS/TO
provided on NSA/TO
provided on DIA/TO
Please provide a rough cut at the percentage of time spent by
people who work part-time to support the Committee, specifically
including the Chairman if appropriate.
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CONF.[DL'1TIAL
Clerical
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COMMITTEE NAM\,TE:Ir_teragency Clandestine Collection Priorities
Co ittee
COMMITTEE CHAIRMAN': i? iss Eloise R. Page
Other Responsibilities (or Ti iei:De aty Chief., Crerations Staf- DD
-a
FULL-TIME CO :MMI T T EE EMPLOYEES:
Professional Clerical
(approximately 95%
tins scent . on i C )
PART-TIME COMMITTEE EMPLOYEES*:
Professional Percent of Time Clerical Percent of Time
10-20% F 5-10% s
FULL-TIME SUBCOMMITTEE EMPLOYEES:
Professional Clerical
none
none
FULL-TIME WORKING GROUP EMPLOYEES:
Professional Clerical
none
Pl:ase proti'Ldc: a rough c r L ill ~' ter agi :_j? tirrG Sjl by
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