DDCI REMARKS TO FACULTIES OF THE SENIOR SERVICE COLLEGES 27 JUNE 1988

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90G01353R000500600009-6
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 7
• Document Creation Date: December 27, 2016
• Document Release Date: July 3, 2012
• Sequence Number: 9
• Publication Date: June 27, 1988
• Content Type: MISC

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Intelligence Community Staff
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DDCI REMARKS TO
FACULTIES OF THE SENIOR SERVICE COLLEGES
27 JUNE 1988
I welcome the opportunity to talk with you today (this evening). This
occasion provides a valuable opportunity to share with you a few observations
on the relationship--or more correctly, the partnership--between CIA and the
Services. And how this partnership is reflected in the Agency's support for
the Senior Service Colleges.
The Director of Central Intelligence, and I in my job as Deputy Director,
wear two hats. We direct the activities-;of the Central Intelligence Agency,
and we have oversight responsibilities for all of the intelligence
organizations of the U. S. Government under the National Foreign Intelligence
Program. Under these dual responsibilities, we must coordinate the numerous
intelligence efforts of the U.S. Government to collect, evaluate, analyze,
produce, and disseminate foreign intelligence. That responsibility has
remained unchanged since,1947.
-- But the world in which is must be discharged has not.
When the Central Intelligence Agency came into being, the world was,
in many ways, a simpler place. The U.S. was preeminent among -
nations, the only atomic power on earth. The.primary product of
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intelligence, then, had to do with the military activities and
political intentions of the Soviet Union--and a little bit about
those of its satellites.
-- Today, however, things are not so simple.
The U.S. is no longer the world's only nuclear power. In addition,
there are now more than 150 independent nations on earth. This
country has important contacts with almost all of them. These
contacts are far more political and economic than military.
Consequently, the focusof collection and analysis has shifted from a
singular concentration on the military prowess of one country to a
broader interest in all areas of international relations. And
although understanding Soviet military strength is still the Agency's
number one priority, its traditional areas of concern have expanded
to confront the problems of such things as terrorism, drug
trafficking, world energy, and world grain products. And in the area
of military reporting, we must deal with such unconventional topics
as low-intensity conflicts and surrogate warfare.
The accomplishment of this expanding and more sophisticated mission
involves extensive interaction with the U.S. military services. One
of our major tasks, as articulated in the National Foreign
Intelligence Strategy, is to provide timely and robust intelligence
support to U.S. military operations. We are charged with making the
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intelligence products of our collection, processing, and analytical
activities available in the shortest possible time to the appropriate
military units to support enhanced readiness and the planning and
conduct of military operations. To efficiently perform this mission,
we must interact with the Services in making the appropriate data
transmission arrangements; we have to obtain some understanding of
what intelligence support is or is'not wanted; and we must explain to
the Services what intelligence we can or cannot provide.
Consequently, the more that we are able to speak the same language as
the military, the better we will be able to perform this task.
Similarly, we are critically dependent on the military for
intelligence collection, processing, and analysis, not to mention
cover and logistic support for many of our operations. About
two-thirds of the budget that the Director of Central Intelligence
controls as head of the National Foreign Intelligence Program is
executed within the Department of Defense. The better we understand
"where Defense is coming from," and the better you understand our
point of view, the more harmonious and more productive this
relationship can be.
Additionally, as the President's principal intelligence officer, the
Director (and those of us who work for him) also are tasked with
developing a coordinated, Intelligence Community view of the world
for the President and his senior advisors. This requires meshing the
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diverse views of many constituents ranging from Defense to State to
Energy to ACDA. Each has its own mission, each its own culture, each
its own point of view.
Thus, because of our need to interact with other organizations--
particularly with Defense--we are ever on the alert for ways to make
communication easier. And, because they contribute strongly toward
solving this problem, CIA has been an active supporter of the Senior
Service Colleges for many years. Our motives are not altruistic;
they are selfish. The colleges make our job easier. We have found
that a major objective of the Colleges is to enhance the ability of
participants to work effectively and constructively with people whose
orientations differ from their own.
Our support to the Colleges has not been just rhetoric, but in terms
of resources. For many years, we have maintained representatives on
the faculties at the Air War College, the Army War College, the
College of Naval Warfare, and the National War College. (This
academic year, the College of Naval Warfare position was not filled,
but we hope to do so next year.)
These representatives participate in instructional activities,
seminars, study projects. I understand that they make a significant
contribution toward providing information on an area of the
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government that is not familiar to most of the students. Moreover,
usually the officers that we provide bring academic and practical
expertise in particular disciplines such as economics, political
science, and so forth.
The learning, however, is a two-way street. Universally, our people
report back that they feel that they learn as much or more from the
students as they impart. They also feel that their tours at the
Senior Service Colleges serve as a change of pace; and opportunity to
recharge batteries.
We further support the Senior Service College--or perhaps exploit
them--by sending a dozen or so students to them each year. (This
year's number is exactly 12.) We find that they profit tremendously
from their experiences at the Senior Service Colleges. We attempt to
send only our best and brightest--demonstrated by the fact that the
majority of our senior managers have attended a Senior Service
College.
We have found that our people you have taught return to us with
increased knowledge, but more importantly with a new appreciation of
how to deal with other organizations, how to treat other points of
view. In sum, better tools with which to get the government's
business done.
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I commend the job that you are doing., The Agency will continue
to support you. We believe that your work is vital to developing the
senior officers necessary for a viable and strong U.S. national
security program. Please call on us if we can be of additional
support.
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