June 7, 2010

The Central Intelligence Agency today paid tribute to its men and women who have died in the line of duty. Twelve stars recently were added to its Memorial Wall, which now commemorates the lives of 102 courageous and talented Americans lost in service to their country.

Standing before the wall in the lobby of CIA Headquarters, Director Leon E. Panetta said: “More than six decades ago, the CIA was given its charter to operate overseas in secrecy, in defense of America, in defense of its allies, and – most importantly – in defense of its values. Across that arc of history—from our struggle against Communism to the war with al-Qa’ida—CIA’s mission has brought our silent warriors to the enemy’s frontier and beyond.”

“No matter when or where they served, or whether their names are known to the world or only to us, each cherished colleague remains a constant source of inspiration and courage. We take strength from their powerful example as we carry on their vital work and the vital work of this Agency,” said Director Panetta.

Seven of the 12 new stars honor those killed last December in eastern Afghanistan. Director Panetta noted that President Obama, at a memorial service for the seven, called on the Agency’s workforce to continue their work by winning the war against al-Qa’ida and keeping America safe.

“Every day, throughout the world, the CIA is answering that call as a sacred commitment,” said Director Panetta. “It is a mission without break. It is a mission without pause – one that must, and will, end in victory over hatred, ignorance, and oppression. That triumph, when it comes – and it will come – will be the product of the many who draw strength from the seven who died at Khost.”

Five of the new stars honor those who have died in recent years while engaged in clandestine assignments. Continuing operational sensitivities require that the details of their work remain classified.

Speaking of all of those whose lives have been taken while working with CIA, Director Panetta explained: “They remind us, as do the losses suffered by our brothers and sisters in uniform, that our nation’s liberty and security is not free. It must be fought for by every generation. Their stories reaffirm that America is blessed with brave and selfless patriots who are willing to put their lives on the line, who are willing to shoulder that great responsibility.”

“For all of us—family, friends, and colleagues—they are heroes,” Director Panetta said. “They are our heroes. They are America’s heroes. And that’s how we will remember them.”

Hundreds of employees, former officers, and family members and friends of those who have died in service with CIA attend the memorial ceremony each year.

June 11, 2010

CIA Director Leon E. Panetta has appointed Gerald P. Hamilton to lead the Agency’s diversity programs, including its public outreach efforts. Hamilton, a senior officer in the National Clandestine Service, brings years of Agency experience to the position. He will head the new Employee Resource Center, which Director Panetta created to combine, focus, and increase the capabilities of existing offices responsible for promoting diversity and equal opportunity within the Agency.

“As a seasoned leader, Gerry has a clear understanding of how crucial a diverse workforce truly is,” Director Panetta said. “He also brings to the job a deep commitment to equal opportunity for all officers, both in the field and at Headquarters.”

Hamilton previously served in a number of overseas posts and was Deputy Chief of the NCS Human Resources Staff. He received a Bachelor of Arts from Morgan State University and a Master of Arts from The American University.

The Center will be a single point of contact for Agency employees seeking information, advice, or assistance on a wide range of issues, including anti-discrimination laws, disability accommodations, dispute resolution, and mentoring.

“Fostering a workplace environment in which every officer can reach his or her full potential is one of my highest priorities,” said Director Panetta. “It is not simply a question of American law and values. It is decisive to our ability to get our job done in a complex world.”

Last year, Director Panetta announced an aggressive initiative to expand diversity within the CIA workforce. “We must reflect the world our Agency engages,” he said. “Diversity is one of our nation’s greatest strengths, and that creates a natural advantage over our adversaries.”

The CIA has been recognized for its efforts to build greater diversity. The CIA received the 2009 Intelligence Community Equal Employment Opportunity and Diversity Program Award. DiversityBusiness.com also named the CIA one of America’s top government agencies for multicultural business opportunities for 2010.

On Monday, June 7, family members, friends, and Agency employees gathered near the Memorial Wall in the lobby of the Original Headquarters Building to honor CIA officers who gave their lives in the line of duty. During this year’s service, 12 new stars were unveiled, bringing the total number on the wall to 102.

As Agency employees gaze at the stars carved into the stark white marble, they are reminded of the Agency’s mission and why they come to work each day. This ceremony touches the lives of every Agency employee, whether they are just beginning their career or have served many years.

Participating in a Tradition

Some Agency employees feel so strongly about the Memorial Ceremony that they choose to participate in it, whether singing in the Agency choir — the Keynotes — or presenting a wreath of flowers as a member of the Honor Guard.

Douglas has participated in many ceremonies as a member of the Keynotes.

“As part of my being a officer of the Agency community at large, it is an honor and privilege to partake in the ceremony. In my 33 years here, the number of stars has grown significantly. It is totally humbling that so many of our colleagues have continued to perish in their effort to help the Agency fulfill its mission to the U.S. Government and its goal to keep America safe. I owe it to the named and unnamed deceased to spend a few minutes to show my respect for their sacrifice.”

Security Protective Officer Jason — an Agency employee of three years — participates in the Memorial Ceremony as a member of the Honor Guard.

“To me, the memorial ceremony is a way for us to honor the lives and the sacrifices made by the men and women who gave their lives serving their mission, protecting the American people,” Jason said.

Meaningful Traditions

The Memorial Ceremony is a tradition — started in 1987 — that has evolved and grown over the years. Agency employees find different aspects of the ceremony more meaningful for different reasons.

In 1995, a roll call of all the employees — overt and covert — in the Book of Honor was added to the ceremony. The reading aloud of every name is only done during the Memorial Ceremony. Many Agency employees find this part of the ceremony the most moving.

“This is one time each year when each of our heroes is recognized individually, yet they are united on the Memorial Wall as one team, representing the mission and spirit of the Agency. They will never be forgotten,” said Christy, an Agency officer of seven years.

“The memorial ceremony is an important event for all of us because it helps remind each of us, regardless of our Directorate or position, that we are all working together toward a common goal in an uncommon endeavor,” said Craig. “The people honored gave their lives in public service. Their service is veiled from the public view, so we are the only ones who can remember their sacrifice, the only ones who can offer comfort to their families and colleagues.”

The wreath laying is another important tradition in the Memorial Ceremony. During this part of the ceremony, a member of the Honor Guard — accompanied by the Director — places a wreath of flowers in front of the Book of Honor.

Jason has participated in the past two Memorial Ceremonies as a member of the Agency’s Honor Guard. As a participant, he finds the wreath laying the most meaningful moment during the ceremony.

“While it is only a small part, it is a moving and powerful staple that brings the ceremony to a close,” Jason said.

A Symbolic Wall

Other Agency officers find the Memorial Wall itself the most moving part of the tradition because it serves as an everyday reminder of the price their colleagues paid in service to our nation.

“Every time I walk past the memorial wall, I take the time to think about our colleagues who sacrificed their lives for our freedom,” said 20-year Agency officer Kendra. “I reflect on their accomplishments and pray for their families.”

“Both the Memorial Wall and the ceremony are part of an important tradition that not only brings us together as an Agency, but makes us feel more connected to our predecessors—and proud of our heroes from every generation. The wall is a powerful symbol—one of quiet heroism—that reflects CIA’s highest ideals,” said 20-year Agency employee Matthew.

“To drive past a traditional cemetery, you know that families and friends gathered there to bury their loved one. Many times, hardly anyone returns to the plot after the burial. With the memorial wall, we have a constant reminder of the person behind each star. The stars are viewed dozens of times each day and hopefully each person looking at the wall has a great sense of gratitude for each person represented on the wall,” said Douglas.

Twelve-year employee Michele refers to a 2001 speech by then CIA Deputy Director John McLaughlin:

“The stars on the Memorial Wall are more than a symbol. They are more than history. They are a priceless part of who we are.”

One Great Big Family

For many employees, the Agency is like a family. The Memorial Ceremony is a time to remember and reflect on the sacrifices some members of the Agency family have made.

“For me, the Agency is a family,” said Craig. “We may not know each officer who works here, but the bonds between all of us are strong.”

“As with any family member who has died, keeping them in your thoughts and prayers is important,” said Douglas. “For the Agency family, having an annual ceremony to remember our fallen colleagues is especially important. The wall of stars is a constant reminder of the work that we do and the price that is paid by some member of our Agency family in the course of their daily work.”

Read more about this year’s Memorial Ceremony.

Related Stories and Links:

• Agency Officer Reflects on Annual Memorial Ceremony
• An Agency Tradition: Remembering Fallen Officers
• The Stars on the Wall

During the Korean War, the Central Intelligence Agency was engaged in operations against Communist China to try to divert Chinese military and security resources from the Korean peninsula. Among those CIA efforts was trying to establish a resistance network in Manchuria. CIA trained ethnic Chinese agents and used its proprietary company Civil Air Transport (CAT) to air drop them into Kirin Province and also to resupply them as they established contacts with, it was hoped, anticommunist forces in Manchuria. Anticipating the need to extract an agent from the ground so that he could provide needed intelligence, CIA had trained one of its agents in a unique aerial exfiltration method known as the All American system.

All American System

The answer was the All American System: a modified version of a mail retrieval system created during the 1920s. The system was improved by All American Aviation before the attack on Pearl Harbor on December 7, 1941.

The All American System consisted of two steel poles set 54 feet apart in the ground on either side of the mailbag or object to be retrieved. A transfer line, which was attached to the person, was strung between the two poles. When it was time for the pick-up, an aircraft would fly slowly toward the setup at about 90 mph trailing a hook. Once it reached the poles, the hook would snag the transfer line and pick up the item on the ground. A flight mechanic would then pull it on board.

Perfecting the System

During World War II, the All American System was picked up by the Army Air Forces and further developed. The first successful human pickup occurred on September 5, 1943. Lt. Alex Doster, a paratrooper, volunteered to test the improved system. It took less than three minutes to retrieve him once he was picked up.

The Army Air Forces also developed a package containing telescoping poles, transfer line and a harness that could be dropped by air. The first operational use of the system came in February 1944 when the Army Air Forces retrieved a glider from a remote location in Burma. While the Army Air Forces never used it in operations to retrieve people, the British successfully retrieved agents with the All American System.

CIA Involvement

In the fall of 1952, CAT pilots in the Far East tested the system many times before successfully retrieving a mechanic.

On the evening of November 29, 1952, CIA officers John T. Downey and Richard G. Fecteau left a Korean airfield in a CAT C-47 aircraft for Kirin Province to retrieve members of a team that had been working since the previous July. A double agent betrayed the team and the Chinese shot down the plane as it came in for the pickup. The pilots — Norman Schwartz and Robert Snoddy — were killed, but Downey and Fecteau survived and were captured, tried, and imprisoned by the Chinese. Fecteau was not released until December 1971; Downey was freed in March 1973.

Related Stories and Links:

• Project COLDFEET: Seven Days in the Arctic
• Robert Fulton’s Skyhook and Operation Coldfeet
• The People of the CIA … John Downey & Richard Fecteau
• Remembering CIA’s Heroes: Norman Schwartz & Robert Snoddy
• Two CIA Prisoners in China, 1952-73
• DCI Presents Director’s Medals

The Intelligence Community today draws wisdom and inspiration from the past. The following article is the second in a series showcasing exceptional intelligence stories from history. This article focuses on the capture of Fort Ticonderoga.

*     *     *     *     *

The capture of Fort Ticonderoga, New York, was an early example of how skillful initial use of intelligence could contribute to successful military campaigns for months and years afterward. In this instance, good scouting and bold steps by the Americans, together with poor situational awareness on the part of the British, combined in a tactical victory with great strategic implications.

Fort Ticonderoga’s Importance

Fort Ticonderoga formed a major French strongpoint during the French and Indian War (1756-1763). While it never fell to British forces, it was surrendered upon the French defeat. From then on, Fort Ticonderoga was manned by a skeleton British garrison and soon fell into disrepair. By the time of the outbreak of the Revolutionary War in 1775, Ticonderoga was all but forgotten.

Ticonderoga sat astride the inland water route linking New York City and Canada, making it a vital strategic supply and communications link. Patriot forces had clashed with British regulars at Concord and Lexington, Massachusetts, in April 1775, and had considerable interest in the fort's armaments and location. In addition, according to intelligence gathered by Patriot sympathizers, the fort still contained munitions and artillery badly need by the fledgling American Continental Army.

Mission to Capture the Fort

An expedition of 400 men under Benedict Arnold was soon mounted to capture the fort. Arnold, given a colonel's commission by the Massachusetts Committee of Safety, soon rendezvoused with Ethan Allen, who commanded a Vermont militia force known as the Green Mountain Boys. Allen, also elected a colonel, entered into a shared command agreement with Arnold after his Green Mountain Boys protested serving under a man who hailed from outside Vermont.

By 2 a.m. on May 10, 1775, the American force had assembled on the shores of Lake Champlain opposite Fort Ticonderoga. Scouting units had gathered sufficient intelligence to determine that the garrison consisted of only 42 men, wholly unaware of the approaching Patriot force.

The same scouts had also noted, however, that only two boats were available to transport the attacking force across the lake. With so few boats available, Arnold and Allen divided their men and decided to cross in turn. They piled 83 men into the two boats and successfully crossed the lake unheard or observed. Yet as dawn approached, concerns arose to the possibility of alarming the sleeping garrison as the Patriot forces continued to shuttle across Lake Champlain. Fearful of losing the element of surprise, the Americans attacked Ticonderoga's south gate, manned by a single British sentry. The attackers roused the fort commander from his bed, and Arnold reputedly demanded the fort's surrender "in the name of the great Jehovah and the Continental Congress." The fort fell without casualties and without a shot being fired.

Immediate and Future Impact

The victory at Fort Ticonderoga emboldened Patriot spirits as news spread throughout the 13 colonies. In addition, the fort served as a base for the subsequent capture of Fort Crown Point further to the north and as a bridgehead for Arnold's army then preparing to invade British Canada.

Most important, however, the artillery and munitions alleviated the Continental Army's immediate need for heavier weapons. Indeed, its 43 cannons and 16 mortars were soon dragged over the Adirondack Mountains and delivered to Gen. Henry Knox who used them against British forces in Boston. Positioned on Dorchester Heights, then outside the city, the Ticonderoga artillery in Patriot hands soon made a continued British presence in Boston impossible, forcing their retreat in March 1776 to Halifax, Nova Scotia.

The early capture of this strategic fort had an impact years later. Due to the loss of Ticonderoga, the route between the British forces in Canada and those in New York City was severed, forcing the British to reform their command structure by splitting Canadian and American commands. Later, the difficulties and failures of these separated commands to coordinate their efforts proved crucial to the American victory at Saratoga in 1777.

Related Links and Stories:

• Intelligence Throughout History: Paul Revere’s Midnight Ride

Unclassified extracts from Studies in Intelligence Volume 54, Number 2 (June 2010)

Historical Perspective

Of Novels, Intelligence and Policymaking
In the Service of Empire: Imperialism and the British Spy Thriller, 1901–1914 [PDF 918.6KB*]
Dr. Christopher R. Moran and Dr. Robert Johnson

Training for War and Espionage
Office of Strategic Services Training During World War II [PDF 2.1MB*]
Dr. John Whiteclay Chambers II

A Historical Perspective on Intelligence
The French Napoleonic Staff View of HUMINT [PDF 6.1MB*] 
As translated from German by Rick Sanders

On the Web Only

A Window on the Development of Modern Intelligence
Claire Lee Chennault and the Problem of Intelligence in China [PDF 1.7MB*]
Bob Bergin

Intelligence Today and Tomorrow

Reflections on Service
A Conversation with Former CIA Director Michael Hayden [PDF 67.6KB*]
Mark Mansfield

Working for the “War Czar”
Lessons for Intelligence Support to Policymaking during Crises [PDF 410.3KB*]
Paul D. Miller

Intelligence in Public Literature

Operation Hotel California: The Clandestine War Inside Iraq [PDF 39.1KB*]
Matthew P.

Deciphering the Rising Sun: Navy and Marine Corps Codebreakers, Translators, and Interpreters in the Pacific War [PDF 36.8KB*]
Stephen C. Mercado

Securing the City: Inside America’s Best Counterterror Force—The NYPD [PDF 28.8KB*]
Reviewed by Stephen J. Garber

The Intelligence Officer’s Bookshelf [PDF 129.6KB*]
Compiled and Reviewed by Hayden B. Peake

Contributors

Bob Bergin is a former foreign service officer who has spent many years in Thailand. He has written on the history of aviation in Southeast Asia and China and on operations of the OSS in that region.

Dr. John Whiteclay Chambers II is Professor of History at Rutgers University, New Brunswick, New Jersey. He is also editor-in-chief of The Oxford Companion to American Military History and author most recently of OSS Training in the National Parks and Service Abroad in World War II, a report for the National Park Service, with an updated version to be published by Rutgers University Press.

Stephen J. Garber is acting Chief Historian at the National Aeronautics and Space Administration in Washington, DC. He has master’s degrees in Public and International Affairs from the University of Pittsburgh and in Science and Technology Studies from Virginia Tech.

Dr. Robert Johnson is Lecturer in the History of War at the University of Oxford. He has particular interest in World War I, the Indian Army, and conflict in Central and South Asia.

Mark Mansfield is CIA officer-in-residence at University of Miami. During 2006–2009, he was CIA’s Director of Public Affairs.

Stephen C. Mercado serves in the Open Source Center of the Director of National Intelligence. He is a frequent, and award-winning, contributor to Studies.

Paul D. Miller is an analyst with the CIA’s Directorate of Intelligence.

Dr. Christopher R. Moran is a Research Scholar at the University of Warwick. His research focuses on the development of government secrecy in Cold War Britain. Interests also include spy fiction and growth of intelligence communities in the 20th century.

Matthew P. is a clandestine service officer assigned to the CIA History Staff.

Hayden B. Peake is curator of the CIA Historical Intelligence Collection. He has served in the CIA’s Directorate of Science and Technology and the Directorate of Operations.

Rick Sanders is senior DIA officer on detail to CIA. He is a retired US Army Reserve colonel and foreign area officer.

On July 11,1946 the new Central Intelligence Group formally created its first operational unit, the Office of Special Operations. Formed from the remnants of William Donovan's wartime Office of Strategic Services — the predecessor of the Central Intelligence Agency — OSO marked a bold departure from the human intelligence strategy previously practiced by the United States. Simply put, OSO was designed to be a national asset, running liaison relationships and collecting intelligence on behalf of the nation's highest decisionmakers. The capability would one day become a key part of the Clandestine Service of the Central Intelligence Agency.

Salvage and Liquidation

In 1945 the Truman administration dismantled the Office of Strategic Services (OSS), sending most of its elements to the War Department for "salvage and liquidation." The War Department named two of these elements the "Strategic Services Unit" (SSU) and kept them busy running the former OSS missions in London, Paris, Rome, Vienna, Cairo, Chungking, Calcutta, New Delhi, and Rangoon, as well as various smaller posts.

Early the next year, Administration officials decided to give the stations, personnel, and assets preserved in SSU to the newly created Central Intelligence Group (CIG) to form the nucleus of a permanent foreign intelligence capability.

SSU Finds a New Home

Sidney Souers — the first Director of Central Intelligence — was responsible for carrying out the integration of SSU into CIG. Souers appointed a team to meet with SSU's chief, Brig. Gen. John Magruder, whose aides admitted that the old OSS had been hastily constructed and had allowed its energies to be divided across a variety of tasks.

The fragility of human source intelligence — its rarity and potentially great value — suggested to Magruder and his lieutenants that espionage should be tightly controlled and used only for the most important requirements. A new human intelligence organization would have to be highly proficient and report first and foremost to Washington, rather than to locally based diplomats and commanders.

The Creation of OSO

The Truman Administration soon authorized Souers to arrange something like what Magruder had envisioned. In July 1946, CIG created a new entity called the Office of Special Operations (OSO). It was intended to become the new clandestine foreign intelligence service. Key personnel in SSU were given joint appointments in OSO, allowing them to work for both organizations simultaneously.

OSO screened all SSU employees and offered positions to the best of them; the rest were demobilized by SSU. In October 1946, OSO effectively rehired the remaining personnel of SSU. Six months later OSO took over SSU's last headquarters elements in Washington and SSU ceased to exist.

Not long afterward, one OSO officer recorded his feelings about the progress that the Office was making:

"Without question," he noted, "we are preparing to enter the big leagues in the intelligence business....Professionalism in the American intelligence service is a sine qua non if we are to be accepted on anything approaching an equal basis by other professional services with longer histories."

The high goals of the early OSO were perhaps too ambitious for the brand new CIG (which became the Central Intelligence Agency in September 1947), but considering that the United States had begun practicing the discipline of human intelligence by modern methods only after Pearl Harbor, it is impressive that CIA had a worldwide espionage capability at all by 1950.

Related Stories and Links:

• Salvage and Liquidation, 1945
• A Look Back …Creating the CIA: A New Instrument of Government
• The Genesis of Central Intelligence

From President Truman on, each President has written a note of thanks to the men and women of the CIA. These notes are displayed with the President’s official photograph in the Presidential Gallery of the New Headquarters Building. This story is the third in a series about the relationship each president has had with the CIA. This article will focus on President Lyndon B. Johnson.

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When Lyndon B. Johnson took office as president after John F. Kennedy’s assassination, he had very little experience with foreign affairs and intelligence. During his time in office (1963-69), President Johnson was faced with the U.S. intervention in the Dominican Republic in 1965, the war in Vietnam, the Six-Day Arab-Israeli War in 1967, and efforts to reduce tension with the Soviet Union.

One of the most challenging tasks the director of an intelligence organization can face is gaining the trust of the president. But throughout all of these situations, President Johnson and the White House commanded the CIA’s support.

Building a Relationship with President Johnson

The Directors of Central Intelligence (DCI) during Johnson’s tenure — John A. McCone, William A. Raborn, and Richard M. Helms — faced the difficult task of establishing a relationship with a president who had little experience in intelligence.

DCIs McCone and Raborn didn’t have much luck with this task. It was DCI Helms who succeeded in building a rapport with President Johnson. The key intelligence achievement that won Johnson’s trust was the Agency’s accurate analysis of the Arab-Israeli War.

Analysis During the Arab-Israeli War

When the Arab-Israeli War broke out in June 1967, the CIA already had task forces operating and gathering information about the two sides’ strengths, weaknesses, and readiness for battle. Because of the Directorate of Intelligence’s (DI) foresight in this matter, DCI Helms was able to hand President Johns assessments of the situation in the Middle East only four hours after the request.

In addition to the quick turnaround, the intelligence produced was incredibly accurate. The DI’s assessment was correct about the timing, duration, and outcome of the war. Specifically, the reports indicated that the Israelis were in a strong position to win the war. This information resulted in President Johnson’s refusal to provide military supplies to Israel.

From then on, Johnson included Helms in all of the Tuesday lunches — weekly meetings with presidential advisers to discuss foreign policy matters.

The Value of Intelligence

At the beginning of his term, Johnson could not see much value in intelligence. However, Johnson had a change of heart after his successful interactions with the Agency:

“We have committed our lives, our property, our resources, and our sacred honor to the freedom and peace of other men, indeed to the freedom and peace of all mankind. We would dishonor that commitment, we would disgrace all the sacrifices that Americans have made if we were not every hour of every day vigilant against every threat to peace and freedom. That is why we have the Central Intelligence Agency in this country.”

Carrying on the tradition started by President Truman following the Agency’s founding, President Johnson wrote a note thanking the men and women of the CIA for their service to the United States. He is the fourth president to write a note for the CIA’s Presidents’ Gallery:

“To the Central Intelligence Agency — with appreciation.”

Related Stories and Links:

• Presidential Reflections on U.S. Intelligence: Harry S. Truman
• Presidential Reflections on U.S. Intelligence: George H. W. Bush
• CIA Analysis of the 1967 Arab-Israeli War
• “Our First Line of Defense” Presidential Reflections on US Intelligence

July 21, 2010

Director Leon E. Panetta announced today the appointment of John D. Bennett to be the next head of the National Clandestine Service. Mr. Bennett will succeed Michael J. Sulick, who is retiring.

“Every CIA Director relies on the wisdom, experience, and friendship of an exceptionally talented senior leadership team,” Director Panetta said in a message to Agency employees. “I have been very fortunate to have Mike Sulick on mine. As head of our National Clandestine Service for the past three years, he has guided complex operations under some of the most difficult circumstances imaginable. Our officers have had tremendous success against the full range of national security challenges, including terrorists, weapons proliferators, drug traffickers, rogue states, and hostile intelligence services.

“That record is, to Mike and everyone else familiar with it, a source of deep and enduring pride. I knew that he had come out of retirement in 2007, and that he would not be here forever. So when Mike told me a while back that he wanted to retire again this summer, I had to agree that he had more than earned it. Mike’s love of his Agency and his country are clear to all who have served with him over the decades. His expertise, judgment, courage, and candor have made all the difference.”

Director Panetta lauded Mr. Sulick’s years of public service, saying, “He can take satisfaction not only in the safety he helped provide our country, but in the officers he taught, mentored, and inspired, who, throughout the world, will continue this Agency’s unique and essential mission.”

Mr. Bennett joined the Agency in 1981, after service in the Marine Corps, and has spent most of his career in the foreign field, including four tours as Station Chief.

“John has impeccable credentials at the very core of intelligence operations—espionage, covert action, and liaison,” Director Panetta said. “He has been at the forefront of the fight against al-Qa’ida and its violent allies. We are fortunate to have a number of very gifted leaders within the NCS who are doing a great job of protecting our nation. John brings a unique set of talents to this position; he knows the topics and regions that are likely to shape our security agenda in the years ahead. But there is much more to it than that. He also understands the hardships and benefits of tough jobs, and he knows—in any environment—the mix of skills, capabilities, and partners that successful operations demand.”

Mr. Bennett’s senior positions at Headquarters include Chief of Special Activities Division, Deputy Chief of Africa Division, and Deputy Director of the NCS for Community HUMINT.

“John is an outstanding leader, devoted to the mission and those who get it done,” Director Panetta said. “He says what he thinks and he does what he says. I trust him, and I rely on him. He has a keen sense of the risks and opportunities inherent in every operational activity. He is supremely qualified to guide our National Clandestine Service to further success. On behalf of everyone at CIA, Michael Morell and I thank and congratulate John for taking this critical post. There is no finer espionage service than the one he is about to lead.”

The president and policymakers rely on insights from the Central Intelligence Agency to inform their foreign policy decisions. CIA officers use a variety of sources in formulating their assessments. The following article is the first in a series that will explore different sources and collection disciplines, which are the building blocks of what we call “finished intelligence.” This article will focus on open source intelligence.

*     *     *     *     *

Information does not have to be secret to be valuable. Whether in the blogs we browse, the broadcasts we watch, or the specialized journals we read, there is an endless supply of information that contributes to our understanding of the world. The Intelligence Community generally refers to this information as Open Source Intelligence (OSINT). OSINT plays an essential role in giving the national security community as a whole insight and context at a relatively low cost.

OSINT is drawn from publicly available material, including:

• The Internet
• Traditional mass media (e.g. television, radio, newspapers, magazines)
• Specialized journals, conference proceedings, and think tank studies
• Photos
• Geospatial information (e.g. maps and commercial imagery products)

The DNI Open Source Center

CIA is responsible for collecting, producing, and promoting open source intelligence through its management of the DNI Open Source Center (OSC). OSC was established on November 1, 2005 in response to recommendations by the Robb-Silberman Commission, and is charged with a unique, Community-wide responsibility.

OSC and its worldwide network of partners have the skills, tools, and access necessary to produce high-quality open source intelligence. These capabilities include translations in over 80 languages; source, trends, and media analyses; specialized video and geospatial services; and rare cultural and subject matter expertise.

To OSC Director Douglas Naquin strong partnerships are absolutely essential.

“Given the variety and scope of the questions we can address through publicly available information, I believe it is incumbent on us to work across organizations — inside and outside government — to make the most effective use of available expertise and capability. We in OSC focus on comparative advantage: If we find an organization or company that can do something particularly well — for example, translations — we will leverage that advantage to the extent we can, allowing us then to focus our resources on what we do best.”

Answering New Questions

OSINT has always been an important part of all-source analysis, but continuing advances in information technology have given a voice to even larger numbers of people and made it possible to address new intelligence questions.

“For example, open sources can tell us how various groups overseas react to a speech by the president,” Naquin said. “We don’t have to settle for the ‘official’ view but can assess various groups’ perceptions as well as track trends over time.”

“Just because open source is ‘free’ or publicly available doesn’t mean it is easy,” Naquin added. To filter, understand, and analyze the enormous amount of material that comes into OSC 24/7, Open Source Officers (OSO) must be fluent in foreign languages, sensitive to cultural nuances, experts in their field, whether video, geospatial tools, media analysis or library science.

“If a government changes its stance toward the United States, an analyst with a thorough understanding of the language and familiarity with the culture might not only be able to forecast this change but can tell us why,” Naquin said. “The ability to combine foreign language skill, cultural knowledge, and advanced search techniques is not common.”

Policymakers and other government officials also rely on that expertise to gain a good picture of countries they plan to visit.

“They want to know the environment and various players before they visit,” Naquin said. “Not just guidebook information, but details that will help make their visits fruitful. It’s surprising what one can find in open sources if one knows where to look.”

Unique Analysis

OSC makes most of the information it collects and processes available both to the Intelligence Community and to the entire U.S. Government. Beyond making this “raw” data available to their all-source counterparts, OSC analysts identify and flag for others new insights or trends from open sources.

An experienced OSO is attuned to changes in tone, word choice, and syntax in official messages from foreign governments and organizations. Comparisons with past statements can provide insights into how the foreign actors view an incident or issue. The analysis can also help identify their “hot buttons” or “red lines."

Challenges and Opportunities

As with all intelligence disciplines, OSINT has its challenges. The sheer volume is daunting, and separating wheat from chaff requires skill, knowledge, and a reliance on sophisticated information technology. It also takes a concerted effort to coordinate with partners to avoid duplication and make the best use of resources, but the payoff in both effectiveness and efficiency is high.

“As I look back over the past couple of years, we’ve made more significant contributions than even I would have anticipated,” Naquin said. “We work, however, at the convergence of the two most dynamic industries: media and information technology. It’s like being in a kayak going downstream at the fork of two rivers; the ride will be challenging, but if you have the skill, it’s also going to be good.”

The Internet, of course, has revolutionized the open source environment. Naquin expects that trend to continue.

“An organization that invests in open source today is akin to an individual who invested in Google in its first year. OSINT has always been an integral component in intelligence, but in five years, I believe the value proposition can only increase. An organization with an appreciation for OSINT’s value and potential will be the most effective in the future.”

If you believe you have the background and skills to work with the Open Source Center, you can see currently available positions here.

Related Stories and Links:

• DNI and D/CIA Announce Establishment of the DNI Open Source Center
• FBIS Against the Axis, 1941-1945
• Foreign Broadcast Information Service History

With the bombing of Pearl Harbor on December 7, 1941, the United States entered  World War II. In June 1942, President Franklin Roosevelt created the Office of Strategic Services (OSS) – the forerunner of today’s CIA — to collect and analyze strategic information and to conduct espionage and special operations. For the first time in U.S.  history, the nation had in the OSS a single intelligence service engaged in all basic secret activities: espionage, covert action, propaganda, and counterintelligence.

The following article is the third in a series that will explore the different branches of the Office of Strategic Services. This article focuses on the Morale Operations Branch.

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The Morale Operations Branch

As tensions rose in Europe during the early 1940s, President Roosevelt sent William J. Donovan to England to meet with British officials and learn about their intelligence organizations. Upon seeing the success of the first fact-finding mission, President Roosevelt sent Donovan to the Mediterranean and Middle East.

When Donovan returned, he was convinced that the Nazis were more advanced than the Allies in their ability to wage psychological warfare. He even wrote a publication arguing that the United States needed an organization to identify and counter Axis propaganda. Donovan implored President Roosevelt to establish an American organization similar to the British intelligence agencies.

At Donovan’s urging, in 1941 President Roosevelt established the Coordinator of Information, which included a propaganda organization — the Foreign Information Service (FIS). However, Donovan and FIS Director Robert Sherwood disagreed over propaganda messages and little was accomplished. When the OSS was created in 1942, FIS separated and became the Office of War Information.

Free from arguments over propaganda content, Donovan formed the Morale Operations (MO) Branch on March 3, 1943.

Psychological warfare involves the use of different kinds of propaganda: white, black, and sometimes, grey. White propaganda openly identifies the source and uses gentle persuasion and public relation techniques. Black propaganda is misinformation that identifies itself with one side of a conflict, but is truly produced by another opposing side. Grey propaganda is the most mysterious of all because the source of the propaganda is never identified.

The purpose of the MO Branch was to produce and distribute “black” or undercover propaganda campaigns against the Axis Powers.

The Morale Operations Branch was divided into five sections, including:

• Special Communications Detachments
• Radio Division
• Special Contacts
• Publications and Campaigns Division
• Foreign Division

When the OSS was established in 1942, people from all experiences and backgrounds were recruited from military personnel to civilians. By 1944, the MO employed about 400 people around the world.

Morale Operations officers were trained in propaganda basics, including:

• Leaflet writing
• Radio propaganda
• Rumor creating
• Poison-pen letters

Rumor Campaigns

One of the MO Branch’s first significant efforts consisted of rumor campaigns. Rumors were often short, memorable stories concerning famous people and events that would appeal to the emotions. They were meant to cause fear, confusion, and distrust. For example, some of the rumors stated that high-level Nazi leaders had been captured or had surrendered to the Allies.

OSS and the Political Warfare Executive — the British MO equivalent — created and approved about 20 rumors per week; these rumors were then distributed by word of mouth, radio, or leaflet. The MO measured their success by keeping track of “comebacks,” or mentions of these rumors in foreign, neutral, or Allied press. According to OSS tallies of “comebacks,” rumors were especially effective.

Poison-Pen Letters

Operation HEMLOCK was one the most successful and interesting OSS poison-pen letter campaigns. Anonymous letters were sent to the Gestapo implicating alleged Allied sympathizers or threatening to assassinate traitors. Additional letters were sent to the families of German servicemen in the form of death notices. These letters implied that their deceased family member had been killed by a lack of medical treatment or malpractice. The purpose of these letters was to intimidate collaborators, terrorize civilians, and harass the Gestapo.

How Much Longer?

MO agents in Italy developed a campaign called Wie Lange Noch? (How much longer?). The propaganda — identifiable by a red circle and three fingers forming a “W” — was distributed throughout Italy, southern France, and the Balkans.

The leaflets contained anti-German propaganda meant to make Europeans in Axis-controlled territory resentful of the Nazis.

This was one of the larger operations, with more than 130,000 leaflets printed and dispersed in June 1944 alone.

SKORPION WEST

Another example of a successful MO project was SKORPION WEST — named after the German propaganda team in France.

After the defeats in Normandy, German morale took a dive. In order to raise spirits, the German propaganda team began writing optimistic leaflets, which were airdropped over their own lines.

The MO Branch produced “black” versions of these leaflets, which were such good forgeries that SKORPION WEST gave up and denounced all their previous publications as fakes.

Soldatensender

The MO Branch found that the radio was another successful way to distribute their propaganda and reach a large audience. In June 1943, the first MO program was broadcast to Italy from Tunisia.

After this initial success, more and more “black” radio stations began popping up. In 1944, Soldatensender was created as a “grey” propaganda station, meaning its source was never identified. The program was transmitted from England and delivered news, music and entertainment to civilians. Mixed in with the entertainment were propaganda messages denouncing the Nazis. It quickly became the most popular MO station of WWII.

Several celebrities volunteered to participate in these “black” radio programs. In particular, Bing Crosby and Marlene Dietrich performed “black” lyrics written for German and American songs.

In addition to providing great entertainment, Soldatensender broadcast the names of Germans involved with the July 20, 1944, coup attempt against Hitler. The MO Branch’s intentions were to cast suspicion on as many people as possible and in the process, eliminate capable high-ranking Germans. The Gestapo took these accusations very seriously and arrested and eventually executed some 2,500 Germans.

While the operations the MO Branch had to remain secret and in the shadows, they made an impact on the war and succeeded in demoralizing Germany and its allies.

Related Stories and Links:

• A Look Back ... Marlene Dietrich: Singing for a Cause
• A Look Back … Barbara Lauwers: Deceiving the Enemy
• The Office of Strategic Services: America's First Intelligence Agency
• The Office of Strategic Services: Research and Analysis Branch
• The Office of Strategic Services: Secret Intelligence Branch

The Central Intelligence Agency’s Directorate of Science and Technology (DS&T) is known for creating advanced technology to help support missions and protect our nation. A lot of this technology must remain secret. However, sometimes the CIA develops a technology that may benefit the public and decides to release the discovery.

The following is the first article in a series that will explore DS&T technology that has made an impact on the public. This article will focus on the lithium-iodine battery and the contributions this technology made to the medical community.

*     *     *     *     *

CIA Development

In the middle of the Cold War, Director of Central Intelligence (DCI) John A. McCone realized that the CIA needed a technological edge over the Soviet Union. In 1963, McCone established the Directorate of Science and Technology. Its purpose was to use science and technology in new and innovative ways to help protect the nation.

One of the DS&T’s first projects was the development of the lithium-iodine battery. The new battery would be used to improve the reliability and longevity of some technical operations.

Lithium-Iodine Batteries: The Concept

The idea surrounding the lithium-iodine battery was to create a power source that could provide a long-duration, high density energy supply in a small package.

In the early 1960s, both the private and public sectors were experimenting with creating batteries using lithium as the anode material. The breakthrough in the chemistry was adding the iodine into the equation.

In order to do this, the iodine which sublimes (easily evaporates) at room temperature was mixed with a polymer to make it easier to use and create a charge transfer complex which would be electrically conductive. The end result was a material that could be made into a cathode — an electrode through which electric current flows out a polarized electric device.

Lithium-iodine batteries as produced commercially are used very reliably in applications requiring low currents i.e., microamps. The reliability of the lithium-iodine cell made it the power source of choice for long term applications requiring low currents.

Sharing Technology with the Public

In the early 1960s, the Agency shared the lithium-iodine battery concept with the public. A company working on an exploratory project developed and patented the first lithium-iodine battery for commercial use in 1968.

Meanwhile, in Buffalo, NY, Wilson Greatbatch was working diligently to develop the first cardiac pacemaker that could safely regulate a human heartbeat. He succeeded and patented his creation in 1962. Next, Greatbatch had to find a suitable power source for his new invention. He found his answer in the lithium-iodine battery.

Isaac, a senior scientist at the CIA, explains the significance of the two events, “Greatbatch recognized the value of the lithium-iodine technology and proposed using it as the power source in the cardiac pacemaker. The breakthrough was the long battery life that lithium-iodine could provide to power the pacemaker.”

The first pacemaker using a lithium-iodine battery was introduced and implanted in a patient in 1972.

Impact on the Medical Community

Today, the lithium-iodine battery is the most common type of battery used in pacemakers because of its reliability and life span. Most lithium-iodine batteries can last 10 years or longer in a cardiac pacemaker.

What makes lithium-iodine batteries even more valuable in cardiac pacemakers is that when the battery nears the end of its life, the voltage begins to decrease. Because of the battery’s decreasing voltage, electrical designers can design an end of life indicator for the pacemaker that allows the device to inform the doctor a new battery is needed. The battery can then be changed safely before it completely discharges.

Lithium-iodine batteries can also be used for other medical applications, including:

• Neurostimulation, which involves electrical stimulation of the brain and spinal cord, and
• Insulin pumps for diabetics

Improvements and Future Use

In the 1980s, the Agency sought to improve the lithium-iodine battery by increasing its rate capability from microamps to milliamps. They were successful, but the new battery was considerably more expensive.

“The medical community already had a lithium-iodine battery that worked beautifully for the pacemaker,” Isaac said. “If they introduced a new version of the battery, they would need to run a lot of tests to ensure that it’s a 10-year battery. That could take a long time. The current lithium-iodine battery used in cardiac pacemakers is here to stay, that is, unless they come up with something that lasts for 20 years.”

Isaac recognizes the value of sharing Agency innovations with the public. “If national security is not compromised, we have an obligation as a government agency to share our discoveries, especially if it will benefit the public,” he said. “It’s important to give back. Sometimes our advancements that we share may even create jobs for U.S. citizens.”

To learn more about Agency innovations, visit the Science & Technology section.

Related Stories and Links:

• Directorate of Science and Technology: Technology so Advanced, it’s Classified
• The People of the CIA … DS&T Officers: Using Science to Achieve the Mission
• CIA Museum Tour

Statement to Employees by Director of the Central Intelligence Agency Leon E. Panetta on Confirmation of James Clapper as DNI

August 6, 2010

The confirmation of Jim Clapper as Director of National Intelligence is good news for the men and women of the community he now leads and the country we all strive to protect.  Given the variety and complexity of the security challenges we face, the sound integration of America's intelligence capabilities is an absolute necessity.  As he works to accomplish that mission, Jim's experience, clear vision, and practical approach to management will be powerful assets.

I know Jim well, and I have seen his complete commitment to the task of defending our nation and his deep dedication to those who carry out that task.  On behalf of the officers of the Central Intelligence Agency, I congratulate Jim on his confirmation and welcome him to this newest assignment in a long and distinguished career of public service.   

Leon E. Panetta

Every day CIA employees risk their lives to keep the nation safe. Some make the ultimate sacrifice and give their lives for the mission. On the smooth, white marble walls of the CIA Original Headquarters Building lobby a field of stars serves as a somber, silent memorial for fallen CIA officers.

Learn more about the Agency’s tributes to its heroes in the CIA’s new Memorial Wall publication. The Office of Public Affairs produces publications like Memorial Wall to inform the public about the Agency and its mission.

The Memorial Wall publication explores the history of the Memorial Wall, the Book of Honor, and the annual Memorial Service. Readers will learn about who receives a star and about the master stone carver who designed the memorial and the current stone carver who continues the work. In this publication, readers experience how the Agency honors those officers who have given their lives to defend our nation.

A printable version of the Memorial Wall publication is available on the website so readers can share it with friends and family.

Related Stories and Links:

• The Importance of Tradition: The Annual Memorial Ceremony
• An Agency Tradition: Remembering Fallen Officers
• Agency Officer Reflects on Annual Memorial Ceremony
• The Stars on the Wall
• Headquarters Virtual Tour

“The stars on the Memorial Wall are to us more than symbols, more than history. They are a priceless part of who we are. They are the colleagues and leaders who define us—in dedication and in sacrifice. It is in this new century their mission we seek to accomplish. And it is their commitment of which we seek to be worthy.”

—Deputy Director John E. McLaughlin
June 2001

Early photo of the Memorial Wall showing 33 stars.

In February 1973, Agency officers proposed that a memorial plaque be placed at CIA Headquarters to honor employees who had died in Southeast Asia, primarily in Laos and Vietnam. The Honor and Merit Board expanded the concept to recognize all CIA officers who had fallen in the line of duty. Agency officer Edward Ryan, then Chairman of the CIA’s Fine Arts Commission, met with a representative from the American Foreign Service Association to discuss the criteria used for the Memorial Plaques in the lobby of the US Department of State. Later, the US Commission of Fine Arts recommended Master Stone Carver Harold Vogel to design the CIA Memorial. Vogel had extensive experience—including having carved the lettering on the marble walls at The John F. Kennedy Center for the Performing Arts.

Director Porter J. Goss at the May 2006 Memorial Service.

Vogel’s design inspiration for the Memorial Wall came from the Bauhaus style—a modernist concept also known as the International Style—which is marked by the absence of ornamentation and by harmony between the function of an object and its design. Vogel’s goal was to make the memory of the fallen an integral part of the building which, to many, represents the Agency’s mission. His vision of the CIA’s Memorial emphasized the unity of the stars on the wall, standing as a field.

His concept was approved in November 1973 and the original 31 stars were approved by Director William E. Colby in April 1974. Three months later, Vogel carved the Memorial. It was done without fanfare. No ceremony was held; no pictures were taken—the stars and inscription simply appeared.

“When we move on—whether to another chapter in our careers or our lives—we never lose the distinct sense of pride in belonging to such a storied and exceptional organization. Nor do we ever forget having been in the company of such remarkably talented men and women, especially those we honor today, whose deeds are immortal. We see, in our mind’s eye, these deep-cut stars engraved in marble, and we know that we always will be part of something noble and worthy.”

—Director Porter J. Goss
May 2006

The Stone Carvers—Their story

• CIA,
• Air Force, and
• Private Industry

August 18, 2010

Director Leon E. Panetta has announced the creation of CIA’s Counterproliferation Center (CPC).  This new unit will combine operational and analytic specialists dedicated to combating the spread of dangerous weapons and technology, allowing for even greater collaboration and information sharing on a top intelligence priority.

Building on the success of proven models, such as CIA’s Counterterrorism Center, the new organization will incorporate the current Counterproliferation Division of the National Clandestine Service (NCS) and elements of the Weapons Intelligence, Nonproliferation & Arms Control Center (WINPAC), which is part of the Directorate of Intelligence (DI).

Director Panetta said that more DI analysts and NCS officers will work side-by-side in the center, providing “precise, comprehensive” analytical support to operations.  “As our nation continues to confront the threat of weapons of mass destruction—nuclear, chemical, and biological,” Director Panetta noted, “we must constantly strive for new ways to work across directorates, combining a diversity of expertise with a range of powerful capabilities to keep our nation safe.  Our greatest achievements as an agency are the product of close collaboration among operations officers, analysts, targeters, technical specialists, and support officers.”

The Counterproliferation Center will be led by an undercover NCS officer, with deputies for operations and analysis.  Director Panetta explained that CPC would take shape over the next several weeks.  “More important than the movement of people or desks, though, are the results we seek:  the strongest, most effective counterproliferation operations and analysis in our Agency’s history,” Director Panetta said.

During the height of the Cold War, America’s policymakers were concerned about the likelihood of a surprise nuclear attack from the USSR. Soviet atomic and space advances intensified their fears. U.S. leaders needed hard information about Soviet capabilities to make sound foreign policy decisions. It was nearly impossible to penetrate the Iron Curtain and collect sufficient intelligence. Although the U-2 reconnaissance aircraft had provided imagery to dispel the alleged “Bomber Gap” in the late 1950s, the shootdown of Francis Gary Powers’ U-2 in May 1960 ended this collection program. Fortunately, the CIA in cooperation with private industry was developing a better, more secure, space-based collection system – the CORONA photoreconnaissance satellite.

The Birth of the CORONA Project

The idea of the CORONA system was first broached in late 1957. The purpose of CORONA was to provide broad imagery coverage of the USSR to identify missile launch sites and production facilities. President Dwight D. Eisenhower formally endorsed the project in February 1958.

CORONA: A Joint Effort

Only a top-notch team could make such a great achievement possible in so little time. Three organizations were involved in the CORONA project, including:

• CIA,
• Air Force, and
• Private Industry

The head of the CIA project branch was Dr. Richard M. Bissell, Jr., the Special Assistant to the Director of Central Intelligence for Planning and Development. U.S. Air Force Brig. Gen. Osmund Ridland served as the lead for the Air Force project branch. The industry team consisted of Lockheed Space Systems, Itek Corporation, General Electric, and many more.

Into Orbit

By February 1959, the CORONA was ready for a test drive. Unfortunately, its first mission was a failure. From 1959 to 1960, CORONA experienced 13 failed mission attempts. The CIA, Air Force, and industry endured and kept trying through all the disappointments.

Their persistence paid off. The first successful recovery of film from space occurred on August 18, 1960. It took less than two years to get to this point.

CORONA’s first successful flight certainly made its mark in history by:

• Collecting 3,000 feet of film; and
• Covering 1,650,000 square miles of Soviet territory.

In its debut, the CORONA acquired more overhead photographic coverage than all of the U-2 flights over the USSR to that date.

CORONA also accomplished a number of firsts, including:

• Recovering an object from orbit;
• Employing multiple reentry vehicles;
• Passing the 100 mission mark; and
• Producing stereoscopic space imagery.

Looking Behind the Iron Curtain

What did all of this new intelligence tell policymakers? That the Soviets had greatly exaggerated their military capabilities. There was, indeed, a missile gap, but it was sharply in favor of the United States.

From then on, there was an explosion of intelligence data. In fact, CORONA’s success profoundly altered the course of the Cold War and was probably instrumental in keeping the United States back from the nuclear threshold.

Sharing History with the Public

From the beginning, the CORONA project was classified and known only to the public as the U.S. Air Force’s Discoverer program. In February 1995, with approval from President Bill Clinton, the project was finally declassified and shared with the public.

Related Stories and Links:

• CORONA Between the Sun and the Earth
• CORONA and the Intelligence Community
• DCI’s Address to CSI CORONA Symposium

The president and policymakers rely on insights from Central Intelligence Agency products to help form their foreign policy decisions. CIA officers use a variety of sources in formulating their assessments. The following article is the second in a series that will explore different sources and collection disciplines, which are the building blocks of what we call “finished intelligence.” This article focuses on signals intelligence.

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Communication is an important part of everyday life; especially when it comes to leading a country. World leaders communicate with their people in a variety of ways. All of these forms of communication emit a signal that can be collected. The information gathered from these intercepted signals is of vital importance to national security.

Signals Intelligence

The Intelligence Community refers to the collection and exploitation of signals transmitted from communication systems, radars, and weapon systems as signals intelligence (SIGINT).

SIGINT consists of:

• Communications Intelligence (COMINT) – technical and intelligence information derived from intercept of foreign communications.
• Electronic Intelligence (ELINT) – information collected from systems such as radars and other weapons systems.
• Foreign Instrumentation Signals Intelligence (FISINT) – signals detected from weapons under testing and development.

Collection

SIGINT is collected in a variety of ways depending on the type of signal targeted. NSA collects the raw SIGINT and then NSA translators, cryptologists, analysts, and other technical experts turn the raw data into something that an all-source analyst can use.

Signals Analysis

Once the NSA has collected, processed, and analyzed SIGINT, it is passed on to CIA and Intelligence Community analysts who use it to complement information from other sources to produce finished intelligence.

The volume and variety of today’s signals adds challenges to the timely production of finished intelligence for policymakers. It is a lot of work to track and analyze all the SIGINT collected.

Importance of SIGINT

SIGINT is one of the most useful sources of information and can often provide a new and different perspective on a critical intelligence topic for the nation’s policymakers.

Related Stories and Links:

• INTelligence: Open Source Intelligence
• The People of the CIA: Edward Scheidt
• The Work of a Nation

Despite its portrayal in the movies, working at the Central Intelligence Agency isn’t glamour and danger all the time. In fact, for most officers, it’s more like a normal 9-to-5 job. This story is the first in a series that will debunk certain myths and misperceptions about working at the CIA.

Meet Brad, Chris, Larry, and Eleanor — all experienced CIA officers with time spent overseas. In this article, they’ll share their insights and do their best to debunk myths about being an Agency employee.

Fact or Fiction: All CIA Officers Drive Sports Cars

The mere mention of the CIA brings to mind fancy sports cars like Maxwell Smart’s shiny red Sunbeam Tiger roadster armed with weapons and fancy gadgets. However, the average CIA officer drives a much less exciting vehicle to work — if they are even allowed a vehicle overseas at all — and it certainly isn’t armed.

Brad: “Agency-assigned cars help us blend in wherever we are assigned. They are to help us get our work done. We don’t want to be flashy because we need to blend into the background unnoticed. One of my favorite cars was a compact that would sound the horn if the battery got wet. This required some quick repairs so I wouldn’t announce my path on my way to meet a contact during a heavy rainstorm.”

Chris: “On one assignment, I had to share my car, so I ended up taking public transportation a lot.”

Larry: “During one nine-year tour, I never had a car. Public transportation and walking were the norm in the country.”

Eleanor: “A lot of places in which we operate do not have HOV lanes, valet parking or very reliable traffic regulations. You won’t get very far on pock-marked roads if you’re driving a Lamborghini, never mind finding a garage that will be able to make repairs to it. We’re more likely to drive cars that are practical for the rough environments in which we operate, and one that will not draw the attention of the locals.”

Fact or Fiction: CIA Officers Regularly Jet Set Around the World

In addition to flashy transportation, a good spy story features cities and countries around the globe. Sydney Bristow of “Alias” fame often traveled from France to Moscow and back to the United States all in one episode. The majority of our officers work in the United States. For officers who have the opportunity to travel a lot, it can be exciting, but the novelty soon wears off.

Eleanor: “The CIA has some fantastic opportunities to see the world from a unique perspective. Despite all the conflict that fuels the reason for this job, I am constantly reminded that the world is a beautiful place. If you’re the kind of person who finds yourself homesick for some distant corner of the world, this is the job for you. I’ve learned that a challenge is much more fulfilling than glamour. During my travels, I often find that a meal at the local market is much more memorable and fulfilling than a meal at the fanciest restaurant in town.”

Chris: “At one point, I had 2.5 million frequent flier miles from traveling around the world over a period of about 10 years. Of all that flying, I flew in first-class one time on an upgrade.”

Larry: “Yes, the travel seems a bit glamorous at the beginning, but after a while, you begin dreading airport rituals. That said, I’ve had the opportunity to travel to some pretty exotic locations.”

Fact or Ficition: Work Entails Frequenting Glamorous Cocktail Parties

And who can forget James Bond’s famous request for a “martini: shaken, not stirred” as he makes his way through a glamorous cocktail party while scoping out the bad guy? While socializing is necessary to complete the mission, most of a CIA officer’s time is spent building relationships, not at cocktail parties.

Brad: “Our work takes us to all types of places overseas. I’ve been to high-class events with the country’s elite. I’ve also interacted with the more humble parts. Some of my best and most memorable experiences were with foreign citizens who did not come from a privileged background. They were good, honest people that cared about others and the future of their countries. We didn’t sip champagne, but had heartfelt discussions over stale coffee.”

Chris: “I went to a lot of cocktail parties, and some of those might be described as glamorous if you squinted while looking around the room, but most of the individuals I was trying to meet had mustaches and pot bellies. Not a Bond girl in the bunch.”

Eleanor: “I used to think that case officers were supposed to be ‘things that go bump in the night’: stealthy, aloof, able to work a crowd but not get too close. In reality, you’ll never recruit anyone during a cocktail party because this job is all about personal connection.”

Agency Officers Are Ordinary People

Agency officers may be portrayed as glamorous, adventure-seeking spies in the movies, but they’re really just ordinary people.

Brad: “I’m really just a regular guy with a family with a fairly typical life. My neighbors, high school buddies, and extended family would probably be shocked to know that my job is to recruit spies and to collect information that is crucial to protecting lives and to formulating national security policies. I don’t mind if they think I’m just a ‘paper shuffler.’ At the end of the day, I have the personal satisfaction of knowing that I am doing something to protect our nation.”

Related Stories and Links:

• Get to Know the Men & Women of the CIA
• Get to Know the Men & Women of the CIA (Part 2)

Statement to Employees by Director of the Central Intelligence Agency Leon E. Panetta on Remembering September 11th

September 10, 2010

Tomorrow, our country will remember the terrible day on which nearly 3,000 Americans were killed by terrorists. Because al-Qa’ida’s victims were innocent men, women, and children going about their daily lives; because the fanaticism and cruelty of the murderers were so vile; and because their hatred was aimed squarely at the values we stand for as a nation, September 11^th, 2001 will forever be a defining moment for Americans. We will always grieve for those taken from us so violently. And we will both honor their memory and answer the enemy by showing our American character. We act justly and decisively against threats to our people, our freedom, and our nation.

That is our mission at CIA. We are entrusted with the high privilege and hard work of tracking down the terrorists who threaten our country. Al-Qa’ida recognizes no legal or moral constraints. We do, and can be especially proud of how we have answered the President’s call to disrupt, dismantle, and defeat al-Qa’ida and its allies.

With patience and skill, we have intensified the pressure on the terrorists by gaining greater access to their secrets, going after them in places they once considered safe, and keeping them on the run. Their objective is to take innocent lives—ours is to save them. By disrupting plots and targeting the terrorists with unprecedented accuracy, we protect our fellow citizens and uphold our values wherever we serve.

And it is our values, not blood or background, that ultimately define America and Americans. We are united by our shared belief in liberty, equality, tolerance, fairness, and better lives for our children. By these lights, we know who the enemy is, and why we fight them.

The enemy is defined not by any religion, but by their actions—their atrocities. They represent no culture, but rather contempt for all cultures. As the enemy demands brutal conformity, the United States embraces the world in its infinite variety. America itself is, after all, a nation of nations, the product of every faith and race. We can never forget that. With a system of government designed to keep us free, our people—brought together by choice and by principle—are what give our nation its character and place in the world.

Our Agency draws enormous strength from that fact. The diversity of talent that we send into the field against al-Qa’ida includes officers with roots in the countries and communities suffering and sacrificing on the front lines—Arabs and South Asians, Muslims and non-Muslims alike. I see the powerful contributions they make by virtue of their knowledge, insight, and sheer courage. They are our brothers and sisters. I hope many more Americans like them will join us. We are one family, bound together by our values, our liberty, and our Constitution.

Protecting America is the work of all Americans. To defend the things we all hold dear takes teamwork, strength, and determination. That’s the best possible response to the terrorists who planned the attacks of nine years ago, and all who threaten our nation today. Drawing resolve from that tragedy, the men and women of this Agency pledge that we will never forget September 11^th, and that we will continue to fight for the safety and freedom of the American people.

Leon E. Panetta

The CIA Museum is home to many interesting artifacts associated with the Central Intelligence Agency’s predecessor, the Office of Strategic Services (OSS); foreign intelligence organizations; and the CIA itself. The following article is the fifth in a series that will explore the Agency’s amazing history through the artifacts in the CIA Museum. This article focuses on the escape and evasion map.

*     *     *     *     *

Imagine this:

A group of frightened and disheveled soldiers have just escaped from a German prison camp. The soldiers have never seen what lies outside the prison, yet they make their way quickly and quietly through the surrounding landscape to a safe house. Escape to safety may not have been possible without the silk map one of the soldiers carried.

Live to Fight Another Day

During a war, there’s always the possibility of being captured by the enemy. Throughout history, American troops were told that if they were captured, it was their duty to escape and live to fight another day. This was no different during World War II; however, this time the soldiers had some help with escape and evasion tactics.

To evade and escape the enemy successfully, soldiers needed special training and supplies. The British were the first to address these needs. On Dec. 23, 1939, British Military Intelligence established MI9 to facilitate escape and evasion for British soldiers who found themselves in hostile territory. One invaluable tool MI9 created was the silk map.

Manufacturing Silk Maps

An MI9 officer by the name of Clayton Hutton created the silk map. Hutton was known for being a determined, passionate go-getter. In 1940, Hutton met with famous Edinburgh mapmaker John Bartholomew. He obtained maps of Germany, France, Poland, Italy, Austria, Switzerland, Belgium, Holland, and the Balkans. When Hutton told Bartholomew how he intended to use the maps, the mapmaker waived all copyrights in support of the war effort.

Hutton’s next task was to find a material on which to print the maps. He needed a fabric that met the following requirements:

• Silent when folding and unfolding
• Waterproof
• Thin
• Lightweight
• Durable
• Crease resistant
• Easy to conceal

The answer came in the fabric used to make parachutes: silk. However, the material was difficult to print on because the ink ran and smeared. Hutton was about to give up when he tried adding Pectin — a type of wax — to the ink, which prevented it from running or washing out in water. The maps and text were crystal clear.

Rayon, Nylon and a type of tissue paper made with mulberry leaves — all very durable — were also used to make maps.

In 1940, the British began issuing the silk escape and evasion maps to aircrews in case they were shot down over hostile territory. The maps were a great success and served many uses. Hutton called the maps “the escaper’s most important accessory.” They not only helped a soldier escape, but could protect him from the cold in Europe or swarms of mosquitoes in Burma.

Silk Maps for U.S. Soldiers

When the United States entered World War II, it was very interested in the British intelligence organizations. In November 1942, a group of American intelligence officers visited MI9 to learn about escape and evasion methods. During their visit, they were shown the silk escape maps. Upon their return, Secretary of War Henry Stimson established an American equivalent of MI9 called MIS-X. The fledgling escape and evasion organization began producing its own silk maps.

The first U.S. escape and evasion map produced was a road map of West Africa printed on hot air balloon cloth in 1942. From then on, the maps were standard issue for American soldiers, including members of the OSS.

MIS-X and MI9 began working together to produce escape and evasion maps. It was agreed that MIS-X and MI9 would share responsibilities for escape and evasion methods, with each organization covering different parts of the globe.

During World War II the British and Americans produced several hundred thousand escape and evasion maps. Out of the 35,000 Allied troops who escaped and made their way to safety, it has been estimated that half had a silk map with them.

More Than Just a Game …

Some of these escape and evasion maps were distributed in a rather ingenious manner. POWs were allowed to receive packages from family and humanitarian organizations. The Germans searched parcels that were sent by family members. However, they did not search the packages sent by humanitarian organizations because they felt it would be unethical. This provided a way to covertly deliver escape and evasion materials to Allied POWs.

Waddington PLC — maker of Monopoly and other games — was enlisted to help. The company printed special editions of Monopoly and several other board and card games. Maps, compasses, and other tools were hidden inside compartments in the board or game pieces. Under the guise of a fake humanitarian organization, the games were sent to POW camps.

Before leaving on a mission, Allied troops were told to look for games marked in an unusual way if they were captured. For example, a Monopoly game that contained an escape and evasion map had a red dot in the free parking space.

Games were also marked based on where they were being delivered. Waddington produced six different versions of the games based on locations of German POW camps. To indicate where a shipment of games was heading, a period was placed after the corresponding location on the game board. For example, if a shipment of games was bound for Sweden, there would be a period after the “Mayfair” location on the board. This particular game would contain a map of Sweden and the surrounding countries, as well as the correct currency.

Escape and Evasion Maps at CIA

The use of silk maps as an escape and evasion tool continues through present day. CIA produced silk maps, for example, during its support for the Tibetan resistance in the 1960s.  Today’s “silk” maps are made out of Tyvek, which has similar characteristics to silk.

The CIA Museum currently has on loan from the Colby family a World War II silk escape and evasion map that belonged to former Director of Central Intelligence William Colby. He used the map during OSS Operation RYPE to find his way across the frozen landscape of Norway. Colby’s map is displayed alongside a Tyvek map used during Operation Iraqi Freedom in the Afghan Gallery. The juxtaposition of the two objects is a tribute to intelligence officers at war.

Related Stories and Links:

• The CIA Museum: Looking Back to See the Future
• The CIA Museum: The People Behind the Magic
• The CIA Museum … Artifacts: Fairbairn-Sykes OSS Stiletto

• A Look Back … The Office of Strategic Services: Operation RYPE

The president and policymakers rely on insights from Central Intelligence Agency products to help form their foreign policy decisions. CIA officers use a variety of sources in formulating their assessments. The following article is the second in a series that will explore different sources and collection disciplines, which are the building blocks of what we call “finished intelligence.” This article focuses on geospatial intelligence.

*     *     *     *     *

A picture is worth a thousand words: a lesson every intelligence officer learns. Every day satellites in the sky capture the comings and goings of nations around the world. These images may provide the missing piece to the puzzle that can help keep the nation safe.

Geospatial Intelligence

The Intelligence Community (IC) refers to the use and analysis of geospatial information to assess geographically referenced activities on Earth as geospatial intelligence (GEOINT). It is everything you can see or know about the earth.

GEOINT consists of:

• Imagery  - a likeness of any natural or man-made feature, as well as its location.
• Imagery Intelligence (IMINT) – information derived through interpreting imagery.
• Geospatial Information – information that identifies a natural or constructed feature on Earth by its geographic location and other characteristics.

GEOINT Collection

The National Geospatial-Intelligence Agency (NGA) is the prime producer and functional manager for national and allied GEOINT efforts for the IC.  CIA analysts often use NGA products to complement their analysis of a situation in finished intelligence.

GEOINT Analysis

GEOINT is a layering of multiple sources, including imagery, IMINT, and geospatial information. No one source can do it all. The final product is intelligence that can answer questions such as:

• Where am I?
• What are the natural and man-made structures?
• What does the area look like now? What might it look like after an event?
• What do we need to prepare for?
• Where are our allies? Where are our enemies? Where might they move?

Importance of GEOINT

GEOINT because it provides invaluable information about the activities of our adversaries that may help shape foreign policy.

Related Stories and Links:

• INTelligence: Open Source Intelligence
• INTelligence: Signals Intelligence

• Secretary of State
• Secretary of Defense
• Secretary of the Army
• Secretary of the Navy
• Secretary of the Air Force
• Chairman of the National Security Resources Board.

In order to be successful in protecting the nation, much of the work of the CIA must remain secret. Some might guess that the life of an Agency employee would be one big secret as well. This could not be further from the truth. The Agency promotes a family-friendly work environment and always strives to find the right work/life balance.

Meet CIA officers Grant, Brian, Jaime, Rosemary, and Tara. In this article, they’ll share their insights and talk about what it’s like to be an Agency employee. This story is the second in a series designed to debunk some myths and misconceptions about working at the CIA.

Fact or Fiction: You Will Never See Your Family and Friends Again

Grant: The Agency did not ask me to give up any aspect of my family relations. In fact, it was quite the contrary. The Agency promotes a family-friendly environment and it has been my experience that managers, for the most part, encourage officers to take time for their families because happy families mean happy and more effective officers. Not only do I see my family every day, I make it a point to see them every day.

Brian: Outside of work, the job looks like just another job — you'll still see your friends and certainly family. There will be times when you're busy — after 9/11, I worked seven days a week for three months — but at CIA, if you're working like it's a national emergency, it probably is a national emergency.

Tara: When I joined the Agency, I thought I'd have to distance myself from my family and friends. It turned out to be quite the opposite. The Agency does its best to ensure its officers find a work/life balance.

Rosemary: Not true. My family members are all in Pennsylvania, and I see them all several times a year, plus they have visited me for Family Day.

Fact or Fiction: You May Have To Spy on Your Family

Grant: The United States is not a police state and the Agency not only does not support such action, it is forbidden for the Agency to target a U.S. citizen. In my 10 years as an NCS officer, I have never been asked or directed to spy on my family or friends and report on their activities. The only time I “spy” on my family is when we are playing hide-and-seek or when I am seeing if my children are sneaking cookies from the kitchen after they were told ‘no more!’

Tara: The Agency values diversity in its officers and no matter your background, will never ask any officer to spy on their family, friends, or acquaintances.

Fact or Fiction: Your Family Will Never Know Where You Are

Grant: There are times when I have served in the field when my family does not know where I am or what I am doing. This is because the nature of the work is designed to protect sources and methods, not to keep my location secret from my family. For example, when I served in the field, I was often out during evening hours and could not tell my family my exact location for security reasons, but my wife always knew who to contact at work — who did know where I was — if there was a problem or if I did not show up when I said I’d be home.

Brian: In my 18 years here, I've always had a desk and phone number where my family could reach me, and they always knew exactly where my office was, even if they couldn't just drop in.

Jaime: For the most part, I've been able to let witting family members know about the places I've travelled.  Special circumstances, however, have necessitated being more discreet with unwitting relatives and friends.

Tara: For the most part, officers are able to be open with their family about upcoming travel and in some cases, will even get to accompany them on the longer assignments.  But for those officers who travel to the more dangerous and distant corners of the world, there are intra-Agency support networks for families back home. CIA does everything possible to ensure families never feel isolated and have other Agency spouses and families to turn to.  It's not always easy but the sense of pride and duty to our country make the temporary separations worth it.

Rosemary: Sometimes I do not tell my family where I am going — be it domestic or foreign — because of the nature of the job, but I always let them know the general region (i.e. Europe, Asia, Africa), and I always bring back souvenirs.

Fact or Fiction: You Cannot Tell Your Family What You Do

Grant: This is partly true. There are many parts about my job I cannot share. But this relates to national security and protecting sources and methods and not because I am being “secretive” with them. I have told some family members where I work, especially my wife.

Brian: You can't discuss every detail of what you do, but I've always been able to tell my family what general area I was working on and what I did each day.

Jaime: I've always been able to tell my family generally what issues and geographic areas I follow as part of my work.

Rosemary: This depends on the sensitivity of the job at the time.  My family knows my job title, but not specific projects that I am working.

Fact or Fiction: You Can Never Have a Normal Family Life

Grant: I have served three field tours and my family accompanied me on all three. Two were out of the country and in third world settings, but we had a normal life and enjoyed the different cultures and geographic locations. These tours were great for our children who experienced so many wonderful things. At times, you may not have the creature comforts of home, but my wife and I found we were able to provide essentially the same level of normalcy in each country no matter where we lived.

Brian: Taking my family with me on an overseas tour has been one of the highlights of my career.  Families have experiences overseas they'd never have normally, including for my spouse an invitation to a royal cultural event and weekend trips to different countries, to cite just a few examples from one tour.

Tara: One of the benefits of accepting an overseas post is knowing that in most locations, your family can accompany you. Growing up in a culturally diverse family, I've always wanted to raise my children with exposure to cultures other than their own.  Children have the benefit of attending American schools and have first-hand exposure to life around the world.  What could be better than that?

Rosemary: Normally family will not travel with you on a temporary assignment because it is short-term.  And, family can and often do accompany officers to long-term posts, unless there is a safety reason that they should not go.  Again, it all depends on what you are doing at the time.

Related Stories and Links:

• CIA Careers
• Get to Know the Men & Women of the CIA
• Get to Know the Men & Women of the CIA (Part 2)
• Working at the CIA: Fact or Fiction

November 8, 2010

We have seen in recent months a damaging spate of media leaks on a wide range of national security issues. WikiLeaks is but one egregious example. In some cases, CIA sources and methods have been compromised, harming our mission and endangering lives.

When information about our intelligence, our people, or our operations appears in the media, it does incredible damage to our nation’s security and our ability to do our job of protecting the nation. More importantly, it could jeopardize lives. For this reason, such leaks cannot be tolerated. The Office of Security is directed to fully investigate these matters. Unauthorized disclosures of classified information also will be referred to the Department of Justice. Our government is taking a hard line, as demonstrated by the prosecutions of a former National Security Agency official, a Federal Bureau of Investigation linguist, and a State Department contractor.

Here at the Agency, we are a family, which means we depend on each other—sharing burdens, challenges, and successes. But sharing cannot extend beyond the limits set by law and the “need to know” principle. The media, the public, even former colleagues, are not entitled to details of our work.

I would ask that every employee reflect on the responsibilities and privileges of service at CIA. Every officer takes a secrecy oath, which obligates us to protect classified information while we serve at the Agency and after we leave. A vast majority of officers live up to their oath, but even a small number of leaks can do great damage. Our adversaries benefit, while our credibility, our operations, and, ultimately, our ability to accomplish the mission all take a hit. Our sworn duty to the American people is to protect them and we must do nothing to violate the law or that sacred pledge.

Leon E. Panetta