STATEMENT BY THE EXECUTIVE DIRECTOR, DIA, BEFORE THE SENATE SELECT COMMITTEE ON INTELLIGENCE REVIEW OF INTELLIGENCE COMMUNITY PERSONNEL

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CIA-RDP88G01116R000200250005-8
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T
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21
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December 22, 2016
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April 13, 2011
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5
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Publication Date: 
July 23, 1986
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MISC
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Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 EXECUTIVE SECRETARIAT ROUTING SLIP ACTION INFO DATE INITIAL 1 DCI 2 DDCI 3 EXDIR 4 D/ICS 5 DDI X 6 DDA X 7 E DDO X 8 DDS&T 9 Chm/NIC 10 GC 11 IG 12 Compt 13 D/OLL x 14 D/PAO 15 /PERS X 1 VVC/NIC 17 18 19 20 21 22 Remarks Attached, FYI, is DIA Statement for 23 July SSCI hearing on IC Personnel (DCI/DDCI received advance copies). Ex tivJU 1 rtSbrr 22 STAT Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 TI SECR ROU NG TO: NAME AND ADDRESS DATE INITIALS 1 D/Pers 2 3 4 ACTION DIRECT REPLY PREPA RE REPLY APPROVAL DISPATCH RECOM MENDATION COMMENT FILE RETUR N CONCURRENCE INFORMATION SIGNATURE REMARKS: FROM: NAME, ADDRESS, A O. DATE ER 7E12 Hqs ET (Security Classification) CONTROL NO. - COPY TALENT-KEYHOLE- CO MINT Access to this document will be restricted to those approved for the following specific activities: NATIONAL SECURITY INFORMATION Unauthorized Disclosure Subject to Criminal Sanctions (Security Classification) 0Aff AWAW AwA Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 DISSEMINATION CONTROL ABBREVIATIONS NOFORN- Not Releasable to Foreign Nationals NOCONTRACT- Not Releasable to Contractors or Contractor/Consultants PROPIN- Caution- Proprietary Information Involved ORCON- Dissemination and Extraction of Information Controlled by Originator REL...- This Information has been Authorized for Release to ... Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17 : CIA-RDP88G01116R000200250005-8 - STATEME1T IT lit EKWTIVE DIRECT MIA, KTOK Zit SEMITE SELECT C U 11 OM IMTELLIiENCE YIEY OF UMMU M C MMITV PERSON . 23 JOLT 1986 (U) Thank you, Mr. Chairman and mamders of the Commit , for the opportunity to appear before you today to discrss Defense Intelligence Agency's manporer and personnel goals and stra ies to met challenges described in the DCI's National Intelligence St stogy. 14 (U) As the Agency nears its 25th anniversary this Oct , It Is important to reflect on who we are and where we have been over these two and a half decades. It is interesting to note that of the 2.1 million officers and enlisted personnel on active duty today, probab y less than 4 percent can ever rawmber a time when DIA was no providing Intelligence support for their plans and operations. (U) The basic mission of OIA Is to satisfy the fore 9n military _ __-1n*elligence requirements of the Secretary of Defense. Joint Chiefs of Staff and major _ components and field commanders of the 4partuient of HM 1YI T11INT-Kf ?COMINT CONTROL TENS JOINTLY ri Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 Defense. This basic tasking has never changed; however the to which we execute our mission, the caliber of personnel rho 4a up the Organization known as DJA, the concepts under which we opera e, and tools and technologies at our disposal have. wade t~+an~es Dose the rears. Lt is through the day in, day out exocu on of our mission that the A e ncy fulfills its role as a force ^ultipl~ or for the commanders in the field. The new DIA of today is radically afferent in focus. attitude, and ability from that of the 1960s and I . The VIA of tomorrow will be different from that of today. It is the ability to change and adapt to new challenges and circumstances tat is the strength of any organization. Our motto for the 25th Ann versary of DIA -- Cammltted to Excellence in Defense of the Nation -- ras not lightly chosen. ? (U) As the asmbers of this Committee are aware, it 1 a goal of toeeral Perrovts, as well as sine, to continually a the effectiveness and responsiveness of Defense Intelligence to a 1 consumers and to seek efficiencies and *con rtes in the utilization of Intelligence resources. DIA's role In Defense intelligence management I equally as important as Its substantive intelligence production responsi lities. (S) The early years of DIA were difficult ones for botli the Agency and the nation with intelligence requirements and nati 1 policies changing rapidly. By 1965. when the last coepo t of the rawly established DIA was in place -- the Defense Attache Syst -- DUI, and NAME VIA TALENT-!ME -MKT COMM SY TD S JOINTLY Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 the Intelligence Community as a whole, faced an incredibly expanded target structure, intercontinental missiles, SMs, U-? wk and a growing U.S. Involvement In Sowths4st Asia. (S) In FY 1968. at its height of the U.S. presence in U DIA's authorize1 The fo lowing year the Executive Branch and the Congress began a scaling back of ithe site of the Department of Defense which would last over a decade. IA was not spared. In the next 12 chaotic years DIA lost almost 2,400 bi lets, or 35 percent of its workforce. The attache system alone was reduced by over 800 billets. (C) for over a decade DIA's managers faced the constant tion of What and haw much to eliminate while still meeting ?issi essential requirements -- standing watch over the Soviet Union/Warsaw aft, treaty monitoring. technology developments. etc. -- meanwhile fi ing still further billets to divert to essential new requir ts. Every conceivable method was used to absorb the elimination of one of every three of our personnel, from dropping families of products o d olesale reductions in support operations and services. Finally the gency found itself one-deep or none-deep in wiwoUS areas not exclusi ly confined to Intelligence analysis. The 1970s were simply an ui iti disaster for military intelligence in general, and for DIA in particvl r. l ANNE VIA CAI T L SYSTOIS J01MY Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 (C) The poor state of the Central Defense Intelligence am and DIA was recognized and acknowledged by this very Committee in the Spring of 1979 during the preliminary hearings on the FT 19M Frosident'S Budget. The SSCI took a leading role in recognizing that the nation was plying too steep a price for the false intelligence, econom es of the 1970s, and that the General Defense Intelligence Program and IA needsd Manpower augmentations. not further reductions. The sionaily- awthorized manpower increases of the early iNDs (FY 19e0. 9eS) were designed to address deficiencies and shortfalls produced b having a skeletal staff in marV- geographic and functional areas, aid similar manpower shortages in the intelligence processing and support Ida of the Agency. (S) At first. we requested, and the Congress authorized manpower increases primarily to augment basic military intelligence analysis with the principal focus an areas of high threat -- USSR/Warsaw t and the FRC -- or of incraasing strategic and political significance, - the Middle East. Latin America and Africa South of the Sahara. (U) Additional personnel were authorized not only to restore and enhance basic data analysis, conduct long-range, indepth ysis, and provide current intelligence and support to the JCS. but also to enable DIA to undirtake new and important missions. For example. scme limited manpower Os also authorized to augment the -Defense Attache System to aCOOm^hmodate manning requirements of newly opened Defense Attache offices in countries in which there had been no Defense representation. HANDLE VIA Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 (S) The gradual re-building of analytical strength in 1A from FY ?1960-1985 was Imposed on a stringently reduced support and processing organization. To absorb the drastic manpower reductions of the 1970s, support activities had first been reduced to minimum levels ? n order to attemipt to preserve DIA?s core of intelligence analysis professionals. Not until FY 1983 did Agency support, processing, and w-agenent functions begin to realize marginal empower gains to cogs with the drastic rise in workload resulting from an increased analytical base. Without augmentations in these areas, improvements such as 1hose In ADP technology. and photo processing for new collection systems designed to enhance data analysis and maximize workforce productivity, would have been wasted or underutilized due to a lack of available trained personnel. (51W) In the ^id-198Ds manpower was requested in order undertake s ncwDer of new initiatives and expansions of ongoing activi es Into new omission areas. Principal aon9 these was the implementation of the 000 3UiINT Plan. Manpower was authorized beginning in FY 1984 undertake the effort within DoD for the centralized planning, swaWom , control and coordination of DoD iUUKT activities. as well as ganied areas, and provide related crisis and contingency support. NAIOLE RA TALEKT-NEMF r n r o m SYSTM JIMMY it Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 ONE! disk o.% ti T on am pow increases were carefully calculated and planned to Include pct of offsetting reductions due to the phasing out of older. lej~ productive systems. (Sti) Recently VIA has also been required to enhance Intelligence analysis on numerous new high priority areas such as Soviet initiatives In space systems and Issues related to technology transfer. F technology transfer alone, existing manpower resources were simply unable to cope with the tremendous upsurge in requ rewents. Stettarty. DIA was t ked with new and expanded activities for counterintelligence functions. for exanple, CIA now provides multidisciplinary counterintelligence support o the U & S temwands, a function requiring empower intensive eva)uati s of the Cl threat to field installations, operations and indi iduals. and recommendations to counter that threat. 25X1 function which became increasingly critical with the upsurge is terrorist operations targeted against Americans overseas in recent years (S1NF) Our current resource requests focus on providl intelligence analysis and support in many areas as the dynamic world envi requires the provision of improved products to a broadened array Of sa~rs. Thus. TALENT YHOU "W-MINT COiiTROL YSTEMS JOINTLY Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G011 i 16R000200250005-8 in our recent manpower requests. for Fiscal Years 1986 and 1 7, resources were included to intensify research and analysis on Third War countries, especially .hose in the Middle East, Southwest Asia, Afric , and Latin heerica. Similarly. progress in Soviet weapons programs, most ignificantly mobile strategic systems, are forcing DIA to apply additil 1 manpower resources and to develop innovative analytical techniques to monitor and evaluate these new systems. New areas which will consume considerable mhan- years of effort include low-intensity conflict analysis, such as terrorism and insurgency, narcotics, arms transfer, and nuclear and biological and chemical warfare issues. (U) While I have highlighted the principal new and exp areas of endeavor DIA has undertaken in the past few years requiring additional mhsrwpower. I would like to emphasise that to accomplish many new rsspo-sibilittes, adjust to shifting inte1119ence pri ides, and accommodate increases in data volume since 1979. all 1 wts of DIA management have constantly examined the allocation of sc a manpower resources. The objective of these self -exawinations has a wyrs been to minimiit rtquireme!nts for new personnel while positioning the f9eisci to meet the requirements of tanorrow. (U) Since the end of FY 1979 there have been inrndreds changes In DIA's billet. structure ranging fro. slight adjustments to dis"Vto position specialty requirements to limited billet, section, brands, one division roatignments. Each was undertaken by line aansgement and 4t.rsai Agency XMIDLE ViA TALE1tT-KEY -COMINT MML S JOINTLY TIT Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 resource managers with the objective of sage qualitative or quantitative ioprovement, however slight, to the overall structure Ned w9wintion of OIA. (U) 1 should also note that our rebul ldieg efforts haven't been limited to billets alone. To meet the new challenges of the 1990s and yoed, it Was and is clear that our approach to how resource management, I it is to be successful, could not be configured solely on past actices and accomplishments. tie mast consider the environmental demands a different tomorrow. focusing not only on optima workforce sire, but on personnel quality factors necessary for building a highly skilled amnpower base. There is no doubt that tomorrow we will be required to do sort, do it better, and do it faster than ever imagined previously. (S) In the area of overall collection ?anagea~ent and NMI management and operations, we have concluded that additional is needed. Technically sophisticated foreign weapon systems, are being eloped and placed in the field, a situation which translates directly int move complex collection requirements, and the need for more c ination and collaboration among SI6INT, HII41KT, Imagery and MSINT reqwirements and collection operations managers. (S) During the 1990s, manpower for DIA collection aana , other than MKT, remained essentially constant. The 'tyranny of the present' represents a constant pressure on available manpower and thwe ere too few resources regaining to anticipate, plan, and program for the hanger In the collection environment, technology. U.S. security interest as, wartime support pl ing, and uti l tail Ang1_uetions of proposed new Z t IA TALENT YHDLE-CO14IN7 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 -s . - - I Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 (S) The DoD WMIKT system, both overt and clandestine, requires a spectrum of capabilities from those personnel assigned to this dAy. They emu tt have recent military aperational or management experl , foreign language and area expertise, security reliability. and the ieation and flexibility Ito devote am-third of their career to MMIMf sipmrnts. These are difficult criteria and D1A HUKINT management and litery and civilian personnel operations professionals are working closet to acquire and nurture these types of Individuals. it has the his t Vatertial- return on invested resources. The investment cost in aanpwer especially support to collection ratio, is very high. The development a str~ow4 integrated Do0 Hl9IINT management and operations system will tak~ time, as it should. The price of haste is a potential ?incident? -- a cirt Lane which intelligence professionals cannot deliberately foster. (C) In the area of counterintelligence and security rhilt air counterintelligence support capability has groan in recant yea". sunning of the more traditional security functions has not kept paw. The FY 1907 President's $udget includes the first significant Increases In security manpCwrer since the drawdown of the 1970s. OIA Is not only r possible for it's Own internal security posture. but also provides DoD-cull support for compartaented security policy and procedures other than LISA tarial. DIA controls the numbers of compartmented accesses authorized, and approves aid inspects storage facilities for cagartaented material. WAdWr of storage facilities and people cleared for capartmentsd material has increased exponentially since 29?0. 0IA sanporer serving at population HANDLE VIA. -KEYN -COUNT CONTROL SYS EIIS JOINTLY -' Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 ':1 has not. We know we must do a better job in this area additional manpower is key to success. 7 (C) As we move forward into the 199Os. there will continue be a need for additional manpower to satisfy the increasing Mande or finished intelligence products as well is to cope with the impacts of e11ergIng technologies on the analytical and dissemination processes. This wall growth requirement should level off in the near future analytical proficiency in and exploitation of new technologies inert se and n~ facilities. communications techniques, and information systam art placed into operation. (U) The Agency's comitaent to accomplishing the plans oulIlined In the DC1's national intelligence strategy is reflected in our di personnel policies and plans for the future. In addition to the contirwous goal of maintaining an effective. economical balance betweetn wortf ` t sire and mission esseRtfal requirements, there are two other major resource challenges being confronted by DIA. I (U) First, the workforce needed to respond to the intell pct dwwnds of taeeorrow is changinq and will be more technically Drier . ilhsre once individuals with broad academic backgrounds and list prior work experience could be successfully assimilated into theI intelligence isci tine we oust now aggressively pursue and ocquire sonnel With actual aitsion related experience, specialised-academic iats, and high skill' levels. Our recruitment program has become sore vi and will continue to broaden to exploit new sources of quality personae . %AMK U VIA ` TALENT-KE HOLE-COMIMT T CONTROL S STEMS JOINTLY Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 attuned to the unique eieeds of Individuals eewisiwg the OIA today and teasorrow. to date, the acquisition and reteti y the Agency Agency is ?wiro t actively working towards establishing a more attractive ici (U) The second aaJDr Mmn resource challenge being faced goes hand-in-hand with changing recruitmOt practices. T -personnel has not been a =jar prcbles for OtA. Over the last Ags+Ky's average attrition rate has been considerably toss than the federal goverr~sent.. Again, while we recognize that even the of quality personnel has been excellent, it may not romain so as competition for specialized and scarce expertise increases private and public sectors. With that in mind, we have iaitiati wortfor . of of quality ysori, the lee noes for retention in the future In both the an enhanced personnel management and development program for the 1990s. peal was and is -- to ensure that DIA has a bell-trained and tad. hlghb' activated, loyal workforce proud of its contributions to the s 1t? of the United States. We realize that we not only need to attract retain but also to 'nurture' the type of analyst needed to meet the cha le gas of the 1990s and beyond. (U) The intelligence Authorization Act for fY 1982. K 419. did such to bring the Defense intelligence Agency into a11gnr0t with our colleague agencies -- CIA and ISA. Under Provisions of Pt 97-a9, the Defame Intelligence Senior Executive Service (OISES) was established. Although the DISES is patterned after the Senior Executive Service, it is unique in that it recognizes not only leadership capabilities but also tft substuatiw intelligence expertise valued so highly in the comsunIti. c' . T Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88GO1116R000200250005-8 (U) We have developed over 40 career ladder Prografs to identify progressive knowledges and skills needed to advance In Particular occupation to include all intelligence and inte131genct positions tAretgRovt D1A. 1a comp)a^ent these career ladders and to ba tar evaluate job performance. a new performance appraisal system is being Inplaweated. The new system is eased on perfo once areas and compeUwta; i.e., personal attributes, which have been derived from a cross s ion of the workforce. By the beginning of 1987 the new appraisal system will be in plane for all civilian eMloyees. (U) As added emphasis is placed on knowledges and skill d4veloprnt for progression in the career ladders. emphasis is also being plac on training and education. For example, a Came Prografs Selection B*d (CPU) of senior oanagement officials was established last year to oversee all long- tars civilian career developoent and training opportvnit es, siacA as rotational assigrients and full-tie study. Our Defense Intel] gone College has also been expanding the Wafters and kinds of educati prograos to ethane the quality of intelligence personnel for not only DIA but the total C meunity. New graduate concentrations, weekend course an, and new mobile training courses are being developed for an increasIng mnamber of intelligence professionals throughout the Camunity. (U) DIA's success in quality personnel training and /on results Eras a collaborative effort aaang training adnministratorsintelligence MADU V1 1ALEKT- 1 i-COI1IIT COWTROL S 57I,lIS JOIN )I. ,~ Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 managers. and the Jntel1t9ence Community to assess exist) and future training and education requirements and to deliver program match those reguiresaents. In response to lntelligsnce managaeaant initiati , the Office of Training, tasked to direct and manage Dill's internal train programs, WW the Defense Intelligence Colleges tasked with the edwcattee'and training of military and civilian personnel for command, staff, and policpaakta g positions in the DoD. national, and International Intelligemcd structures, have Initiated new and innovative programs in the areas of joint Space Intelligence/Operations; aanageaent training for into SSdia and senior intelligence personnel; counterterrorism analysis; strateg c deception awareness; and, ellMiKT collection. (U) Roth the College and Office of Training have been proactive in dealing with advancing technology in intelligence system, pW,icipating the planning and prograeing stages of new systems so as to have curricu Z:Z materials and courses available when new system reach operational capability. An ongoing evaluation process controls the quality of our training and. education efforts. All courses are subject to annual review, keeping content and focus current and ensuring professi el training requirements are met. (U) In addition, the College is placing greater emphasis intelligence research and scholarship. In 1986 the College hosted cons . round tables. and synpos i a on Terrorism, Low Intensity Conflict, owl the Morn of Africa. To, meet total force requirements, weekend courses on National Intelligence. Human Intelligence. Reconnaissance and Technics Information Collection. and Scientific and Technical Intelligence. to n a few, we offered. HANDLF YJA TALENT-XEYNOU INT CONTROL SYSTEMS JO Ter N' Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 A Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 (U) Military Career development atOortrtnities have also 411pk"114M over the last few years. Two years ago* we started a 101 tary Carew e*ancement progras where key garsomeal from all branches eif the Armed Forces discuss assignaents. Career incentives, and opportunities. CIA sponsors its cum Orogras to select the Emil Meader of the Quarter and Year, has initiated an Outstanding A of the Year Program, and actively participates in the Exceptional Performarnce Program. educational tad Military nicer Officer Stripes for (U) Another area of major importance to DoD and CIA 11 crisis and mobilization planning and DIA subscribes fully to the sandate "at it is the role of all DoD components to deter war but if deterrence foils. we must fight to win. OIA has undertaken a safor review of the status pf efforts in these areas within the Agency. Improved crisis and mobillzati planning is recognized as one of the strongest methods of deterrence and I I Is for this reason that several new activities and programs have been inltl(tad. (U) The ability to stabilize existing aanpower of the Agency during crisis or wartime conditions was the privy factor which led Agancy to request the Services to exempt from recall to active duty all ailitary retirees aaployed as civilians by D1A. Successful c letlos this action has resulted in the assurance that over 300 well trained and experienced persornntI j-01 resin at their stations during crisis or aoeilizatios conditions. NNOLE Y1 TALEKT-Kf -f1I1R CONTROL S~STEMS JOINTLY (E Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 z I- '? Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 A - - .~ estasljshed the DIA Retired tivi1iaa deserve (RCR) prograi. R innovatIYC pro9raa that will assist in this area. In April 1996, r$quir#ents rat will 1,s ue! adequate $anpo~mes, both silttarp sadfvilian. to falfill DIA's wartiaae mission. One of the major prebla~s 1 sag the Agency concerns the ability to tiad qualified personnel to fIl civilian positions created during crisis or wartime conditions. OIA has New and (0) Eff0yjs have peen taken to iaprov~ the aobtlizatiow air~porer plwutint far the Agency. The result ,as been a tightened set of au~^~et+tation civilian Age cy retirees are canvassed as to their willingness to ret.,'1i to work sA0u142* national miser9ec cy be declared. Those retirees volunteer) for the progra are assigned to specific mobilization positions and rill offered training on an arms l basis. The creation of this progr? insurej that OIA will be able to call cr an experienced cadre of individuals to ass n in 'the wartime efforts of the Agency. (U) One of the nujor contributions to an enhanced personnel systa^ to meet arnique Intelligence Cosrwnity situations the provisions hart:ed in the Intelligence Authorization Act of FY $S, Pt 9841$. l provides breaded personnel authorities to the Seci etsry -of Defense for OIA. -- _ _ etwyfnaers, stientists.'..arid AP specialists. Priaaarily, it gave DIA ttk ouch needed tadption from the Classifi atlom Act making it caempa-rable to CIA and fSA. Ill ore curreettt adopting i ited pey- settia,flexIb lutes to attract and r* ain critical skids such as W1i1DLE Y1A TAtXKT-K VHOLE-try IT CONTROL SYSTD6 JO NTLY rs Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 C. I (U) With respect to tUe need for additional Per 1-related legislation at this time. we feel the Agency r+st acqUirt GO" 4srational expsr$snce with those iuthorlties already granted by the Cues prior to initiating further requests in this area. Once we have two or ft years experience and have conducted an evaluation, indicatars of she. need for whoa adjustments may Surface. Ye will then call this to the at ton of the popartment, DCI, and the Congress. (U) What we need in DIE, and the intelligence business as a ia, Is to sowehow reverse the trend of the past decade of denigrating the and dedication of the Civil servant. Public service Is one of highest callings in the nation and requires tawsitted personnel willing 14 perfors their duties with modest comensation and recognition as the *moss they can hope for es rewards. In the intelligence functions. public rec ition for success is not compatible with the security of the nation or the tactics of sources and methods. Pay, as we all know, is not generally rag, as a long-term motivator. (U) Thus, we are left - with -concentrating as the qu* and awards programs. such progress has been made in these areas years, but none of us scan ever be Coaplacent. Service in the 1+ tpmmni ty must always be a career. not a Job. The old w o NA)W VIA TALENT- yNoL-- COMTMOt SYSTDIS lity of wortl ift -- Sob sett sf action if You will. These areas can M 61 bwxw by providing career opportunities. rotational assig cents, kF-OV physical facilities, educational and training assignments. and internal recognition is recent eel l i Santee of People Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 aanaQewt, where indiviAuals were quickly cast into a narrow - c rtsr field and pointed iTM Ite top are obsolete. The young worker today Is he product of a mobile society, is looking to make a meaningful eontribu on to his eMloyer and nation, and wants to experience new chail often. Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 ilasagaient must recognize these needs and encourage their devel t. I (U) Improving the quality of worklife will become more pertL t to the survival of an effective DNA. As I have indicated, we are involved is a number of programs to improve career opportunities within DIA lop rove communications to ensure effective performance evaluations are ii working. Rounding out this work environment is providing an att stimulating work station capable of providing state-oaf-the-ar accomplish assigned tasks and responsibilities. place and active and tools to (U) Additionally, although recent legislation has DIA's personnel system in closer alignment with CIA and NSA, are still varying legislation statutes among DIA, CIA, and NSA. I bell that we should continue to work towards legislative consistency intelligence components. creating a more positive effect thr community. Consolidation of civilian intelligence personnel s the DoD would permit greater movement and career development, across the canwAmity, enhancing our ability to `sell' intell~ challenging and rewarding career. W LE VIA TALEDT-111 1-COf CONTROL STS1 J01 among the bout the toms within portwaities ponce as a KRY WL_ Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8 responsibilities. (U) In closing, I would lice to svmmarize the cmile+ees t Oth it preparing to face in the foreseeable future. To begin, greater asls will be placed on technology. The amber of professionals and scientists &W their influelnce within D1A and the comity will Incr. i . To be ca~etitive, Mre have already begun exploring ea approashes to 4,eiiiuts.m work schedules, time sharing strategies, and rest 30b ttss (U) 1, and general Perroots, look forward to working with t =1. and Its staff in conducting the review of Intelligence Ctunity Declassified in Part - Sanitized Copy Approved for Release 2012/01/17: CIA-RDP88G01116R000200250005-8