THE IDEAL ARRANGEMENT FOR MOST EFFECTIVE OPERATION OF

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01495R000700120005-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 3
• Document Creation Date: December 16, 2016
• Document Release Date: June 7, 2005
• Sequence Number: 5
• Publication Date: November 1, 1974
• Content Type: SUMMARY

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Approved For ReleaW2005/06/09 : CIA-RDP80B01495R000700120005-0
Summary
The ideal arrangement for most effective operation of the
Human Sources Committee is to continue to locate the Chairman
in a CIA line element concerned with all-source collection guidance
and assessments--the DDI's Collection Guidance and Assessments
Staff (CGAS). Such an arrangement is most cost-effective because:
The Chairman's functions and those of the Human
Sources Group of CGAS parallel each other--one on
a community basis, the other on an Agency basis;
this provides the Chairman with a pool of competent
resources which can be tapped for Committee support.
- Being located in the Intelligence Directorate provides
the Chairman and Secretariat easy and authoritative
access to CIA production components; these components,
as users of the collector's products, play a major role
in shaping national guidance and assessments of collector
performance.
- The Chief and Deputy Chief of CGAS must possess an
intimate knowledge of the relative contributions to national
intelligence (including KIQs) of all collection systems and
sources--overhead imagery, COMINT, ELINT, telemetry,
FBIS, open literature, etc.; either of these two, in
serving as Chairman of HSC bring to the human source
area a good working knowledge of the capabilities and
potential of these other systems relative to human sources.
- The Chairman, being in the DDI, is not associated with
any collection element of the human source community
(except FBIS in a fringe sense) and therefore is accepted
as an objective and unbiased Committee leader.
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Amplifying Points:
The effectiveness of the Chairman in getting the job done
is directly related to the degree of support he is provided by a
strong and active secretariat or staff. In the present arrange-
ment, the Human Sources Group of the Collection Guidance and
Assessments Staff doubles in brass as the Secretariat of the
Human Sources Committee. The Deputy of that Group,
acts as the Executive Secretary of the Committee and
also as the Chairman of the Committee's Executive Steering Group,
which is the means for day-to-day supervision of the progress of
the various task teams and project officers of the Committee.
With this arrangement, the Chairman devo an estimated 60 per-
cent of his time to Committee activities; devote$ about
70-80 percent of his time as Executive Secretary and leader of the
Steering Group.
In discussing time devoted to Committee affairs, we must
recognize the high degree of overlap between CGAS and HSC interests.
Because of this, other CGAS personnel are called into play on certain
actions which may be viewed with equal validity as either CGAS
matters, a Committee action, or both.
The CGAS/Human Sources Group also provide the resources
for Committee publication of the CIRL and its companion piece the
EAL. This amounts to one editor-collator full time; 60 percent of
a publications-typist's time; and about 20 percent of a proofreader's
time. Of course, if we abolish the CIRL and EAL ultimately, these
resources can be spared. Lastly, I estimate that we use an addi-
tional one man-day per week of the HSG clerical time on Committee
business such as minutes, memos, and file maintenance.
If the Chairmanship were moved out of CGAS, then these
support resources would have to be provided by some other element.
It is my opinion that as the Committee work becomes more estab-
lished it will require less of the Chairman's personal time provided
that we continue to have the capability to maintain a strong Secretariat.
There are times and there will continue to be times when there are
conflicts between the demands on the incumbent as Chairman and
as Chief, CGAS, but it is anticipated that these will never be
sufficiently serious to merit separation of the two positions or to
having a Chairman whose sole duty is Committee business.
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The advantages of having easy access to CIA. production
components; of being able to know what other systems are doing
or will be doing; and of having available a Staff of some
highly experienced people specializing in all aspects of collec-
tion guidance and assessment outweigh by far the slight disadvan-
tage of serving in dual jobs.
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