SEMIANUAL REPORT OF THE CENTRAL INTELLIGENCE AGENCY TO THE PRESIDENT'S FOREIGN INTELLIGENCE ADVISORY BOARD

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01676R003000100003-7
• Release Decision: RIPPUB
• Original Classification: T
• Document Page Count: 16
• Document Creation Date: December 14, 2016
• Document Release Date: March 7, 2003
• Sequence Number: 3
• Publication Date: September 30, 1962
• Content Type: REPORT

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3 "E;IANNUAL REPORT
OF THL
CENTRAL INTELLIGENCE AGENCY
TO THE
PRESIDENT'S FOREIGN INTELLIGENCE
ADVISORY BOARD
1 APRIL 1962 - 30 SEPTEMBER 196z
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SEMIANNUAL REPORT TO THE
PRESIDENT'S FOREIGN INTELLIGENCE ADVISORY BOARD
1 April 1962 - 30 September 1962
ORGANIZATION CHART OF CIA
Page
A.
OFFICE OF THE DIRECTOR
Reorganization and Procedures
Coordination
I
i
5
office of the General Counsel
6
Office of the Inspector General
7
0
D.
C.
COORDINATION
INTELLIGENCE PRODUCTION
National Intelligence
g
Ii
11
National Intelligence Estimates
11
National Intelligence Surveys
12
Departmental Intelligence
13
Current Intelligence
1':
Economic Intelligence
1s
Geographic Intelligence
17
Scientific and Technical Intelligence
18
Collection and Exploitation of Overt Material
22
Foreign Documents and Publications
22
Foreign Radio Broadcasts
Z3
Exploitation of Domestic Sources
24
Foreign Materials and Equipment
Z6
Reference Services
26
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D. CLANDESTINE ACTIVITY
Espionage
Counterintelligence
Covert Action Operations
I Technical Services
10
Z9
29
32
33
41
44
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PARAMILITARY ACTIVITY AND WAR PLANNING 44
'Paramilitary Operations 44
Nar Planning 47
F. ADVANCED TECHNOLOGY AS APPLIED TO
INTELLIGENCE COLLECTION 5Q
Organization of the Office of Deputy Director for Research 50
CLINT 51
Research and Development 52
C. SUPPORT ACTIVITIES
Automatic Data Processing
? ecurity
Training
'redical
Communications
Personnel
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55
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A. OFFICE CE TI. DIIZCTOR
leorganization and ProcedQris
The period under review has been characterized by significant
organizational changes within the Agency resulting largely from recom-
mendations made by the Kirkpatrick-Schuyler-Coyne Working Group.
This group, establishes by the DCI to study and advise him on the
organization and activities of the Central Intelligence Agency and of the
intelligence community, submitted their report during the last reporting
period. The following are some of the more important steps already
acted upon as suggested in the group's report:
1. The change in organization of the Office of the Director has
been accomplished. The staff of the DCI's office now operates under
the direction of the Executive Director who holds daily staff meetings.
It is quite clearly understood throughout the Agency that there is not a
straight vertical line of command--requiring all actions to be cleared
each of the top officers (DCI, DDCI, and Executive Director)--but
.that decisions may be obtained by going to any one of the three.
The Comptroller's office now reports directly to the DCCI and
has full authority for fiscal control of the Agency. The Comptroller has
established then Financial Policy and Budget Committee which meets
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biweekly any is operating as envisaged. The Office of the Comptroller
is discussed in more detail elsewhere in this report.
Existing sole-Source contracts have been reviewed by the
. Any new contracts of this typo will be reviewed in advance by
the I)DCI and Comptroller.
4. The Audit Staff has been combined with the staff of the
Inspector General and. the merged staff reports directly to the DCIes
office. The size of the Inspector General Staff is being increased.
5. The Office of the General Counsel reports directly to the
Office of the DCI and has assumed responsibility for the work of the
Legislative Counsel.
6. The Cable Secretariat is now under the close supervision.
of the Executive Director.
7. All senior assignments are currently being checked with
the Office of the Director prior to formalization.
8. No public speeches are being given by Agency officials.
Background briefings to newspapermen continue. All efforts are
being made to keep CIA publicity to a minimum.
9. The DD/R is making progress in establishing his respon-
sibilities. This is discussed in more detail in section F of this report.
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19. The DD/P has centralized the control of liaison with the
]Department of State and careful records are now maintained of all
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Z3. The Agency's
efforts have been and are
being expanded considerably.
24. The DD/I has established a focal point in his office to
follow the flow of all intelligence to the White, I ouse.
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45. The Board of National Estimates has been strengthened by
the addition of a senior DD/P officer, and we have auggesteul to the
Department of State, the assignment of a senior Foreign Service officer.
26. The DCI, through USIB, is endeavoring to limit the number
of national estimates.
27. The Automatic Data Processing Staff is aggressively pur-
suing the objective of automation in the Agency toward insuring com-
patibility with other systems in the intelligence community.
Coordination
4S. During the period under review, the DCI has been very
active in his capacity as coordinator of national intelligence for the
President. Since many of these activities do not properly fall within
the purview of this report on CIA, they are not discussed herein.
However, this paper in a subsequent section does consider significant
coordinating action taken by operating elements of the CIA within the
intelligence community.
29. Accomplishments of the United States Intelligence Board
(USIB) and its committees are generally not discussed in this paper.
However, it should be noted that in many cases the Agency gives very
significant support for several IJSIB committees.
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Office of the General Counsel
30. Upon agreement by responsible components of the Agency,
the ,DCI in August decided to seek the enactment of legislation which
would provide for early retirement of certain Agency personnel and
instructed the Legislative Counsel to go forward with the work
necessary to submit legislation to Congress and to support the enact-
ment of such a law. Specifically, it was desired to make available to
CIA the pertinent provisions of the Foreign Service Act. Draft
legislation was prepared and formally referred to the President of
the Senate and the Speaker. However, the Committee leadership has
put off until the next Congress formal consideration of the legislation.
It is hoped that this spade work will accelerate enactment next year.
31. Substantive and detailed briefings of our Congressional
Subcommittees have taken place with increasing frequency in this
session, averaging one briefing for each of the two Armed Service
Subcommittees each month.
32. Responsible Agency components have developed and refined
procedures for the appointment of consultants in accordance with the
President's memorandum of February 1962 which sought to avoid
creating conflict-of-interest situations with consultants. The memo-
randum imposes a specific responsibility on the legal office of each agency.
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Office of the Inpector General
33. In addition to regular duties the Inspector General Staff
reviewed all appeals from termination under HR
personnel program.. The staff investigated 0 formal appeals and
had many interviews with employees who wanted guidance but did not
wish to appeal.
34. As a result of the transfer of the audit function to the
Inspector General, formal inspection reports of Agency components
will include a summary of significant audit findings.
the surplus
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B. C CCORDINP TION
During the period under review, great emphasis has been given
by ail Agency components to coordinating activities within the intelli-
gence community. A number of significant actions, apart from routine
coordination, were taken within CIA toward this goal.
1. Based on a review by General Carter, the new Chairman of
the U SIB Watch Committee, a thorough review was made of the NIC
operations. Steps have been taken to see that NIC is adequately manneu
with competent personnel. Methods of operations of the Watch Com-
inittee have now been aligneci in accordance with the objectives of the
Working Group.
Z. The DCI and the Secretary of Defense jointly established a
National Reconnaissance Office (NRO) with plans to draw personnel
front both agencies and a Director responsible jointly to the DCI and
the Secretary of Defense. Guidance to the NRO regarding the priority
needs of the intelligence community as a whole will be furnishes: through
the USIB's Committee on Overhead Reconnaissance (COMOR).
3. CIA has strengthened the resources and facilities of the
National Photographic Interpretation Center to enable it to serve more
effectively as a focal point for coordinating the photographic interpretation
activities of the community.
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4. As a result of a USIB review of the committee structure,
several committees originally created to assist CIA in carrying out
certain services of common concern have been disestablished, thus
strengthening coordination responsibility assigned directly to CIA,
5. The establishment of a Deputy Director for Research to serve
as a focal point for research and development activity within CIA will
also materially facilitate coordination of this effort with related
activities within the Department of Defense and other government
organizations. This is responsive to Joint Study Group Recommendation
No. 39 as regards CIA.
7. On the recommendation -of CIA, the USIB issued policy
guidance to the intelligence community concerning the handling of
8. Since the issuance of the Working Group report, a special
team composed of a senior representative from the Agency and from
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C. INTELLIGENCE PRODUCTION
National Intelligence
National Intelligence Estimates
1. Production of estimates has continued at the same high
level as in the preceding period. Thirty-eight estimates were com-
pleted compared with 39 in the previous six months. The total for
the year ending 30 September 1962 was 77 compared with 76 in the
previous i2-month period.
2. The half year saw a considerable amount of activity in
the Office of National Estimates (ONE) and the community at large
on the broad question of the approach to cold war crisis intelligence
coverage and the related area of counterinsurgency.
3. There was established in August a joint Central Intelli-
gence Agency and Defense Intelligence Agency working group (CIA/
DIA Joint Analysis Group) to prepare for the Secretary of Defense
ten-year projections of alternative Sino-Soviet force postures. The
group consists of six full-time members (including the Chairman),
three in the grade of colonel or captain from DIA and three senior
officers from CIA. The Chairman, currently an officer detailed
from ONE, reports to the DCI and to the Director, DIA. Guidance
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for the group is provided by the Chairman of the Board of National
:Lstimates and the Deputy Director, DIA. ONE also furnishes admin-
istrative support.
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National Intelligence Surveys (NIS)
NIS production has increased from the level noted in the
previous report is a result of the transition from State to new staffs
? in CIA. and non-USIB departments. However, production continues to
be limited by the fact that professional staffing of these new components
has not been completed and the fact that DIA has been drawing off
manpower from Service components contributing to the NIS but has
not yet begun centralized NIS production.
6. Both a sustained higher level of production and full implemen-
tation of plans for streamlining and accelerating NIS coverage are pre-
sently contingent in part on the DIA Production Center becoming operational.
7. The number of NIS topical units produced to date now totals
more than 6, 000, of which approximately 1, 600 have been maintenance
revisions of previously published units. This represents essentially
complete initial world-wide coverage anu provides a base for con-
centration at this time on more rapidly updating NIS held by users.
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