Intelligence Failures
in Vietnam: Suggestions
for Reform
24 January 1969
Samuel A. Adams Room 3035 x4121 CIA Hdqrs.
Introduction
The conduct of United States intelligence
during the conflict has been characterized by a lack of
foresight, a neglect of, fundamentals, and an absence of clear
central direction. These qualities, in turn, caused three
massive intelligence failures.
First, US intelligence failed to gauge the
scope of the war, which has always been larger than the
intelligence has portrayed it. We underestimated the enemy Order
of Battle, his and infiltration rates, the number of people he
controlled in the South, and, finally, his losses. An first, the
Arose from simple three of the four rain categories of the enemy
Order of Battle wore not even looked into until late 1966, over
a year and half after our military intervention. Thereafter, the
was compounded by changing definitions, faulty accounting
techniques, and to juggle figures. In to these problems was the omission
by the research of CIA to assign anyone to study southern Viet
Cong manpower until the closing months of 1967.
The results of the misjudgment of the have
boon dramatic. The US has planned its troop deployments to
Vietnam on the basin of force ratios between Allied and armies
which wore far out of line with reality. Had realistically
estimated the enemy's numerical strength at the outset, the US
government might have sent more troops sooner: or, it might have
decided not to intervene at all.
The second basic failure has been -- until
very recently -- the relative neglect by US intelligence of the
wellsprings of the enemy's power, the Communist Party and its
related collectively called the "infrastructure". In
early 1967 for example, the CIA -- despite a plethora of
evidence -- was scarcely aware of the existence of its
principles adversary in Vietnam, the Viet Cong Security Service,
which roughly equivalent to the Soviet KGB. Likewise, we are
only now beginning to inspect the strength and effectiveness of
the enemy's large and well-organized Proselyting apparatus,
which is devoted to undermining the morale of the Allied armies,
and which has thousands of contacts in ARVN Part of the reason
for the neglect has been the omission by intelligence components
in to study the infrastructure systematically. Even now, the
number of intelligence officials in Washington with a working
knowledge of the infrastructure is woefully inadequate.
Furthermore,
the imbalance of the intelligence -- a condition by the
probable presence in South Vietnamese government and of
over 10,000 Viet Cong agents, compared to fewer than a
hundred to have in -- has had several overlooked
consequences. First, the has allowed the to deploy the
forces far more efficiently than the and numbers, as pat
are extremely misleading do the imbalance gives the
enemy and therefore allows him to control his losses: an
which question any policy which calls for a war of
attrition. And the to be sell-reinforcing. The enemy has
in GVN ranks, the for to agents among the Vies A may be
that the that it has little hope of except in the long
torn.
The third been the frequent of the
Allies to the most prominent example of this was our to
and initial of the enemy's largest far, the Part of the
reason for our failure to guess the enemy's intentions
at Vet was that we had greatly his 14.3-67, agreed to by
the entire and less than three months before the
underestimated his numerical strength in the and his
from the north. It effectively of an attack as large as
the enemy launched. Also, the intelligence had not fully
addressed the capability of the apparatus to infiltrate
large numbers of soldiers into the cities. We thus
hardly considered the possibility of a as the which
occurred.
The final reason for the failure
to predict the Tet attack was the of in the enemy
organization who could have told us what he was going to
do. The CIA's relative look of in espionage had at three
we started late (in mid-1966); few of field Vietnamese
(about three); and CIA officials have only an imperfect
knowledge of the enemy. The CIA case officer to the
provinces prior to 1968 has more than two of on Viet
cong and post.
Three categories:
A. A. for a of to examine
the of intelligence in Vietnam and The is on the
that the conflict has that has deficiencies,
which to be and corrected.
B. Short-term put forward
to cover specific which in Vietnam. The most the
which has greater for the Viet cong than any of
our previous programs, either civilian or
military. For one recommendation is designed to
from degeneration into a like we gave in in the
past.
C. Longer term
recommendations principally designed to correct
basic to research, which has been at the root of
in Vietnam.
Until the are the US the
risk of finding itself, in to one it was in in
late 1964 to our Should such a arise, US
intelligence mast be in a position to tell
policy-makers what they are getting into, so
that they can -- on the of careful intelligence
-- the cost of policy alternatives.
My recommendations are
neither all- nor absolute. They are set out in
the hope that intelligence will take a serious
look at itself to determine how it can do a
better job then the performance it has turned in
during the struggle. |
We move on to Adams's discussion of CIA operations on the ground in Vietnam, as well as his recommendations.
The Lack of Vietnamese Speakers
96. The
number of CIA case officers in
the field capable of speaking
Vietnamese has always been tiny.
the current number in Vietnam, I
believe, is in the neighborhood
of three. I doubt whether this
figure has ever been greatly
exceeded.
97. A
number of excuses have been
advanced for the phenomenon.
They include arguments that:
A. The
Agency, which has had to supply
unusually large numbers of
officers to Vietnam, has not
been able to invest the extra
personnel to language training.
B. Such a
program would be expensive.
C. It
might not produce the desired
results.
D.
Vietnamese interpreters can
handle the problem, and,
E. Agency
of third-country interpreters --
of whom there are a few in
Vietnam -- are sufficient for
operational needs.
98.
Although frequently voiced, the
first three arguments can be
dismissed out of hand. The
fourth, that Vietnamese
interpreters are adequate,
overlooks considerable evidence
that the Communists have
concentrated a great deal of
espionage talent at their
recruitment. The last, that we
have a stable of presumable
reliable US and third-country
interpreters, is the most
substantial. It can be met by
the usual reasons given as to
the desirability of espionage
case officers speaking the local
language. I need not elaborate
on these, but would merely
provide what seems to me a good
example of the advantages to be
derived from fluency in
Vietnamese.
99. The
consistently best reporting on
the Viet Cong is thought by many
to be RAND's Dinh Tuong (DT)
series of interviews of Viet
Cong captives and soldiers. The
person responsible for the
interview was an American named
David Elliot. He spoke fluent
Vietnamese but seldom saw the
prisoners and defectors. The
high quality of his product was
due primarily to the excellence
of his Vietnamese interviewers,
none of whom spoke English. Mr.
Elliot was able to find such
good interviewers because he was
not limited by language to
recruiting among
English-speaking Vietnamese. All
but one of his interviewers were
elderly Vietnamese gentlemen,
who rarely speak English, but
who command the respect of the
usually young Viet Cong
prisoners and defectors. Mr.
Elliot's reports were frequently
superb. CIA province officers
have yet to duplicate his performance.
Paucity
of Training on the Viet
Cong
100.
Until recently, case
officers going to the
field in Vietnam
received little training
on Viet Cong
organization and
techniques. Their
training was restricted
to such subjects as
general espionage or
interrogation
techniques, Vietnamese
history, and the
organization of Allied
programs. The amount of
formal instruction on
the Viet Cong seldom
exceeded two hours. Once
in Vietnam, officers
going to the VC Branch
were able to spend a
number of weeks
"reading in"
on assorted material
concerning the Viet
Cong. Officers assigned
to the provinces usually
did not even have this
opportunity. Thus the
average CIA province
officer arriving at his
post was not only unable
to speak Vietnamese, but
was largely unaware of
the nature of his
target. Frequently, his
reporting has reflected
it.
101.
In August 1968, at the
request of the head of
the DDP-run South
Vietnamese Operations
Course (SVNCC), I
instituted a two day
course on Vietnamese
Communist organization
and techniques for
Agency personnel going
to Vietnam. The two-day
course has now been
given on three occasions
and was expanded to
three days in January
1969. I have three
comments:
A.
The course is by far the
most detailed
instruction given on VC.
organization by any
agency of the US
government.
B.
It is superficial,
hastily put together,
and inadequate.
C.
The head of SVNCC, who
had been trying to start
up such instruction for
some time, had been
unable to find anyone
willing to take on the
task.
Conclusion
102.
The late start and the
neglect of basic
preparations have meant
that the CIA has
misspent valuable time
and scarce espionage
talent in operating
against the Viet Cong.
For example, one of the
first major programs of
the VCB was a simple
case of
mistargetting-through
ignorance.
103.
The name of the program
was TUJOCKEY. Mounted by
the VCB in the latter
half of 1966 and
continuing through 1967,
its purpose was to split
(among other endeavors)
the Party and the
National Liberation
Front (NLF.) A routine
familiarization with the
relationship of the
Party apparatus and the
Committees of the NLF,
particularly at the
higher echelons (at
which the program was
directed) would have
suggested its fatality.
The Front is, of course,
a wholly-owned
subsidiary of the Party,
with virtually no
independence. The time,
money, and personnel
expended on TUJOCKEY,
then the CIA's biggest
espionage operation
against the VC, would
have been better spent
elsewhere. The effort
expended on TUJOCKEY was
not wholly wasted,
however,
In on sense, it served
as a training ground for
recent operations.
Certain of these appear
to be relatively
successful. The problem
with them is that they
are so late.
-24-
V
The Atmosphere
Within the
Intelligence
Community
105.
As suggested in
the foregoing
paragraphs, a
lack of
foresight, a
neglect of
fundamentals,
and an absence
of clear central
direction, have
characterized
the US
intelligence
effort in
Vietnam. These
are primarily
technical
problems. the
most basic
question is not
technical, but
atmospheric. The
temper within
the intelligence
community during
much of the war
has not been
conducive to
honest
appraisal.
106.
The mood has had
several distinct
characteristics.
First, there has
been a frequent
lack of courage
in advancing
ideas conceived
of as
unpleasant.
Timidity and
vacillation at
the top have
seeped to the
lower ranks, so
that many issues
of real or
potential moment
have remained
submerged among
the underlings.
The common
reason advanced
for such
timidity has
been
"political
pressure".
Although
political
considerations
cannot be
avoided in
conducting
intelligence,
the excuse is
weak.
Intelligence
which lacks
honesty lacks
utility.
107.
Second, the
atmosphere has
often been
charged with a
want of candor.
Forthrightness
has all too
frequently given
away to
indirection,
usually at the
expense of clear
English.
Intelligence
conferences over
enemy numbers,
for example,
were elaborate
bargaining
sessions rather
than a careful
weighing of
evidence. Middle
men bartered in
corridors, while
the principles
pored over
clauses in the
contract,
designed more
for the press
than for
policymakers.
The end products
until March
1968, were
"agreements"
which obscured
enormous
differences.
108.
Third, there has
been, until very
recently, an
avoidance of
self-criticism.
although the
United States
has been losing
a major war
against a minor
power, criticism
has been met
with delay,
evasion, and
attempts to
explain away
past failures.
The lack of
critical
introspection
contrasts
sharply with the
practice of the
Viet Cong, whose
report writers
are required to
dwell on
weakness.
109.
Finally -- in
large measure
because of
conditions
already touched
on -- jumble and
confusion have
often reigned.
Considered
reflection born
of exhaustive
study has been
abandoned
frequently for
headlong rushes
into complicate
problems. All
too often, the
answers
preferred by the
intelligence
community have
reflected the
manner in which
they were
sought.
-25-
VI Recommendations
110.
My
recommendations
fall
into
three
main
categories:
A.
A
general
recommendation
for a
Board of
Inquiry
to
examine
the
overall
conduct
of US
intelligence
in
Vietnam
and
elsewhere.
B.
Short-term
recommendations
concerning
Vietnam.
C.
Longer-term
recommendations
transcending
Vietnam.
111.
Certain
portions
of these
recommendations
have
been put
forward
elsewhere
by other
people.
Where
so, my
suggestions
are made
in order
to add
my voice
to
other.
Recommendation
for a
Board of
Inquiry
112.
I
respectfully
recommend
that the
Executive
Branch
of the
Government
appoint
a Board
of
Inquiry
to
investigate
thoroughly
the
conduct
of the
US
intelligence
community
in
Vietnam
and
elsewhere.
The
threefold
purpose
of such
an
inquiry
would
be,
first,
to find
out
where US
intelligence
has
failed
in the
last
five
years,
particularly
in
Vietnam,
second,
to
ascertain
where
shortcomings
still
lie, and
third,
to
recommend
measures
to avoid
similar
deficiencies
in the
future.
113.
I
respectfully
suggest
that
objectivity
would
best be
served
if the
Board
were
headed
by a
person
uninvolved
in our
policy
in Vietnam
and
unconnected
with any
components
of the
US
intelligence
community.
114.
I
further
recommend
that the
Board
consider
taking
certain
broad
avenues
of
inquiry,
to
include:
A.
The
direction,
organization
and
management
of
intelligence
research.
B.
The targeting
and
preparation
of
clandestine
operations,
including
such
matters
as
training
and
language
policy.
C.
The
overall
control
and
coordination
of
military
and
civilian
elements
of the
intelligence
community.
Short-term
Recommendations
Concerning
Vietnam
115.
How long
and how
heavy
our
involvement
in
Vietnam
will be
is far
from
clear.
Given
the
uncertainty,
the US
intelligence
community
ought to
prepare
for the
long
haul. My
recommendations
are
fundamental
and
relatively
inexpensive.
They are
advanced
below in
broad
outline.
I will
supply
more
detailed
recommendations
if
requested.
116. Short-term Recommendation one: US intelligence should embark
on a community-wide program to educate Allied officials more
thoroughly on Viet Cong organization and techniques. the program
should include:
A.
The
creation
of
an
inter-Agency
committee
to
determine
what
training
on
the
Viet
Cong
needs
to
be
given,
who
is
to
give
it,
and
who
is
to
get
it,
both
in
Vietnam
and
the
United
States.
B.
The
creation
of
a
standard
two-week
course
on
Vietnamese
Communist
civilian
and
military
bureaucracies.
The
course
should
be
made
available
as
soon
as
possible
to
all
appropriate
Allied
intelligence
and
security
officials,
including
Vietnamese,
serving
at
district
level
and
above
in
Vietnam,
and
to
American
intelligence
officials
working
on
Vietnam
in
the
US,
including
researchers,
desk
officers,
and
training
officials.
If
requested,
I
will
supply
a
suggested
course
outline.
C.
The
creation
of
specialized
courses
on
specific
parts
of
the
infrastructure.
For
example,
I
would
suggest
the
putting
together
of
a
one-week
course
on
Viet
Cong
intelligence
organizations
(including
the
Cue
Nghien
Cuu,
Military
Intelligence,
Military
Proselyting,
and
the
Security
Service)
for
counter-intelligence
officers
going
to
Vietnam.
D.
The
writing
and
maintenance
of
a
series
of
basic
handbooks
on
specific
parts
of
the
Viet
Cong
infrastructure
for
small
libraries
(say,
30-40
volumes)
on
the
infrastructure
to
be
maintained
at
district
level
and
above.
For
example,
a
handbook
on
the
enemy
security
apparatis
has
already
been
written,
but
needs
updating.
A
handbook
on
the
Military
Proselyting
organization
has
yet
to
be
published.
The
programming
of
such
handbooks
should
be
determined
centrally.
The
handbooks
should
be
classified
"For
Official
Use
Only,"
or
"Confidential",
so
that
they
may
be
given
wide
dissemination
in
Vietnam.
Periodic
inspections
should
be
arranged
to
ensure
that
the
libraries
are
kept
up
to
date.
117.
Short-term
Recommendation
Two:
CIA
Deputy
Directorate
of
Intelligence
should
create
a
task
force
of
at
least
one
dozen
researchers
to
conduct
in-depth
research
on
the
enemy,
particularly
his
party
bureaucracies.
Properly
coordinated
with
the
field
and
with
the
DDP,
such
research
need
not
duplicate
that
done
by
the
Station's
Research
and
Analysis
Branch,
but
ought
to
complement
it.
Most
important,
the
task
force
would
give
Washington
a
capability
it
does
not
now
possess:
an
ability
to
render
coherent
and
detailed
judgments
on
Party
affairs.
-27-
118. The task force should have at least three purposes:
A.
To
monitor
and
evaluate
in
detail
the
PHOENIX
program
in
order
to
measure
its
effect
on
the
Viet
Cong
apparatus.
The
evaluation
should
include
a
continuing
analysis
of
PHOENIX
statistics,
and,
most
important,
qualitative
judgments
on
the
results
of
PHOENIX
operations.
B.
To
prepare
substantive
studies
for
policy-makers
on
certain
basic
but
largely
neglected
subjects.
These
include:
I.
A
detailed
study
of
the
efficiency
and
impact
on
the
Allied
war
effort
of
Viet
Cong
intelligence
and
security
organizations
(to
be
done
in
cooperation
with
the
CI
Staff
of
the
DDP.)
II.
A
study
of
the
impact
on
the
Allied
war
effort
of
other
VC
covert
action
operations.
(See
Paragraph
67).
III.
Continuing
studies
on
the
policy
and
structure
of
various
Viet
Cong
bureaucracies,
particularly
including
the
security
service,
and
the
military
proselyting
apparatus.
C.
To
perform
certain
support
functions
for
other
CIA
and
community
intelligence
components.
These
could
include
the
production
of
handbooks
on
the
infrastructure,
the
preparation
of
interrogation
questionnaires
for
various
types
of
VC
prisoners,
the
supply
of
instructors
to
train
US
officials
going
to
Vietnam
on
VC
organization,
and
related
tasks
which
PHOENIX
and
other
organizations
might
propose.
119.
If
created,
the
task
force
could
either
be
given
independent
status
within
the
DDI,
or
assigned
to
a
specific
DDI
office.
In
no
case
should
it
be
swallowed
up
by
existing
components,
or
put
to
such
tasks
as
producing
"current
intelligence"
on
Vietnam,
which
already
has
a
full
division
of
the
Office
of
Current
Intelligence
occupied.
Provision
should
be
made
to
allow
it
adequate
space,
including
a
library
for
storage
of
primary
materials
on
the
Viet
Cong:
--
for
example,
captured
documents,
POW
interrogations,
and
defector
reports.
120.
Short-term
Recommendation
Three:
The
intelligence
community
should
thoroughly
reappraise
the
goals
and
operation
of
the
PHOENIX
program.
The
reappraisal
should
include:
A.
A
meeting,
as
soon
as
possible,
of
appropriate
components
of
the
community,
to
devise
a
working
definition
of
who
belongs
to
the
Communist
infrastructure.
I
would
recommend
that
the
definition
include
a
spectrum,
which
would
distinguish
infrastructure
members
by
echelon,
job
description,
and
importance.
-28-
My own predilection in reworking a definition would be to allow
for the inclusion in the "infrastructure" of many more Viet Cong
than are presently taken into account in MACV and CIA working definitions.
My view stems from the belief that many of the tasks
performed by low-level personnel in the Communist structure are
important, and damaging to the Allies.
B.
The
creation
by
PHOENIX
of
a
reporting
procedure
which
would
allow
for
a
comparison
of
its
"eliminations"
to
a
measurable
base,
preferably
one
such
as
envisaged
in
Subparagraph
A
above.
C.
A
retroactive
inspection
of
PHOENIX's
past
reporting,
to
determine,
as
far
as
possible,
the
damage
the
program
has
inflicted.
The
retroactive
look
should
include
a
careful
appraisal
of
the
quality
of
personnel
eliminated,
together
with
an
estimate,
if
possible,
of
how
many
"neutralized"
officials
have
rejoined
the
Viet
Cong,
and
the
extent
to
which
the
VC
have
been
able
to
fill
any
voids
created
by
PHOENIX.
D.
An
assessment
of
the
counter-intelligence
problems
the
program
presently
faces,
and
a
determination
of
what
measures
can
be
taken
to
meet
them.
E.
An
assessment
of
what
the
PHOENIX
program
can
realistically
expect
to
accomplish,
within
given
periods
of
time.
121.
Short-term
Recommendation
Four:
The
intelligence
community
should
reassess
personnel
policies
for
officials
going
to
Vietnam,
with
an
eye
to
increasing
professionalism
and
length
of
service
there.
Specifically,
I
should
recommend
that:
A.
The
armed
forces
increase
the
length
of
tours
of
intelligence
personnel
from
one
year
to
at
least
eighteen
months,
or
more
where
practicable.
B.
The
CIA
set
up
a
program
of
incentives
to
persuade
its
officers
in
Vietnam
to
stay
beyond
their
regular
tours.
I
would
suggest
that
consideration
be
given
to
paying
appropriate
personnel
additional
funds
over
and
above
their
regular
salary
and
allowances
to
persuade
them
to
extend.*
The
cost
would
be
tiny
compared
to
overall
Vietnam
expenses.
*I
understand
that
members
of
the
French
Surete,
who
have
among
the
Vietnamese
a
reputation
for
greater
effectiveness
than
American
intelligence
officers,
served
three-year
tours
in
Vietnam.
-29-
C. All components of US intelligence in Vietnam inspect
their policies concerning in-country transfers with the purpose of
decreasing their frequency.
D.
The
OIA
reassess
its
policies
concerning
the
learning
of
the
Vietnamese
language
by
its
case
officers.
Although
I
am
aware
that
several
Agency
officers
destined
for
field
assignment
were
set
to
learning
Vietnamese
in
mid-1968
(in
reversal
of
earlier
language
policies)
I
question
whether
their
numbers
--
which
I
do
not
know
--
are
sufficient.
122.
Short-term
Recommendation
Five:
Steps
should
be
taken
to
ensure
greater
cooperation
between
military
and
civilian
research
components
in
Saigon
and
Washington.
The
steps
might
include
measures
to
ensure
that
military
and
civilian
personnel
on
the
analyst
level
can
freely
exchange
information
and
opinions.
The
purpose
of
the
measures
would
be
to
prevent
the
withholding
of
evidence
or
methodologies
on
which
major
studies
are
based,
a
practice
which
has
happened
frequently
in
the
past.
123.
Short-term
Recommendation
Six:
An
Inter-Agency
Committee
should
be
formed
to
review
various
intelligence
research
tools
and
products.
Among
the
programs
and
situations
which
need
rethinking
are:
A.
The
Hamlet
Evaluation
system,
sound
in
concept,
but
so
long
misused
that
its
statistics,
as
usually
presented,
are
extremely
misleading.*
B.
The
enemy's
"manpower
balance"
(i.
e.,
his
manpower
levels,
inputs
and
outputs).
US
intelligence
has
done
such
an
inadequate
job
in
earlier
years
concerning
the
enemy's
numerical
strength
and
his
reserves
--
both
North
and
South
--
that
we
now
lack
a
firm
grasp
on
his
present
capabilities.
Long-term
Recommendations
Transcending
Vietnam
124.
The
underlying
premise
of
my
long-term
recommendations
is
that
the
overall
performance
of
the
intelligence
community
during
the
Vietnam
conflict
has
been
weak.
Although
some
intelligence
officials
were
uneasy
*Any
re-evaluation
of
HES
ought
to
be
accompanied
by
our
attempt
to
estimate
from
documents
the
number
of
people
under
VC
control,
according
to
VC
statistics,
which
are
probably
more
realistic
than
ours.
in 1964 over the possibility of a large US commitment to Vietnam,
their malaise was not translated into documented exposition. They
relied on "gut feelings", as did people who were more optimistic about
our prospects in Vietnam. After our intervention, formal intelligence
discussions of many key subjects continued to be heavily laden with
unresearched supposition, and clashes between schools of thought sometimes
resembled the partially informed and rambling disputes of
drunks at a bar.
125.
My
concern
over
the
conduct
of
intelligence
has
therefore
arisen
from
its
often
slipshod
nature.
as
has
been
suggested,
US
intelligence
was
inadequate
in
1964
because
its
machinery
was
failing
to
function
in
certain
important
areas.
The
memorandum
has
demonstrated
that
basic
questions
concerning
enemy
manpower
were
hardly
considered
until
after
our
intervention
was
a
year
and
a
half
old.
Unilateral
espionage
operations
did
not
begin
in
earnest
until
mid-1996.
Research
on
the
enemy's
backbone,
the
Party
apparatus,
has
started
to
come
into
its
own
only
recently.
126.
Individual
rather
than
mechanical
shortcomings
were
responsible
for
some
of
there
failures.
In
certain
cases,
individuals
failed
to
turn
the
machinery
on.
In
others,
they
neglected
to
retool
the
machine
to
fit
the
problem.
Individual
failure,
however,
is
not
the
subject
of
this
memorandum.
127.
My
long-term
recommendations
are
largely
about
mechanics,
and
are
concerned
with
such
matters
as
organization
and
personnel
policy.
They
are
oriented
primarily
towards
research,
an
area
with
which
I
am
relatively
familiar.
They
involve
the
Deputy
Directorate
of
Plans
only
in
passing.
128.
Long-term
Recommendation
One:
The
Central
Intelligence
Agency
should
restructure
its
Deputy
Directorate
of
Intelligence
(DDI)
so
that
it
can
devote
more
of
its
resources
to
in-depth
research,
particularly
on
political
subjects.
129.
The
principal
reason
for
my
recommendation
has
been
the
demonstrated
inadequacy
of
the
DDI
organization
during
the
Vietnam
war.
One
or
the
reasons
the
DDI
had
no
one
working
on
enemy
manpower
until
the
second
half
of
1967
was
that
no
office
existed
to
look
into
such
matters.
Likewise,
the
reason
its
reporting
on
the
Party
apparatus
has
been
deficient
is
that
no
group
of
people
have
been
designated
to
cover
the
subject
systematically
at
headquarters.*
*Technically,
the
Research
and
Analysis
Staff
(RAS)
in
Saigon,
which
works
on
Party
Affairs,
is
a
DDI
component.
Unfortunately,
the
RAS
product
tends
to
be
submerged
in
the
deluge
of
other
reports
gushing
from
Saigon.
-31-
130. One must recognize that the DDI's main purveyor of political
memoranda, the Office of Current Intelligence (OCI), seldom has time to
produce in-depth research, and perforce focuses (sic) its energies on selecting
and rewriting field cables concerning immediate crises.* Because of the
press of deadlines, its reporting of the political activities of the
Viet Cong infrastructure has usually been unsystematic and some times
ill-informed.
131.
In
the
hopes
of
improving
the
machinery,
I
advance
the
following
alternatives
as
tentative
suggestions
for
reorganization:
A.
The
creation
of
a
major
new
DDI
component
to
handle
in-depth
political
reporting,
leaving
"current"
reporting
to
OCI.
B.
Or,
alternately,
a
restructuring
of
OCI
so
that
far
fewer
of
its
analysts
are
assigned
to
writing
day-to-day
material
for
the
Current
Intelligence
Bulletin,
or
publications
like
the
daily
Situation
in
Vietnam.
Such
recurring,
newspaper-style
reporting
could
be
left
to
a
relatively
small
group
of
people
(like
those
who
write
the
President's
Daily
Brief),
while
analysts
freed
from
these
time-consuming
chores
could
conduct
in-depth
studies.
C.
Or,
alternately,
a
complete
reorganization
of
the
DDI
along
geographical
lines,
with
the
mixing
together
of
the
Directorate's
three
main
substantive
components:
OCI,
the
Office
of
Economic
Research
(OER),
and
the
Office
of
Strategic
Research.
Such
a
reorganization
has
been
proposed
before,
and
rejected,
largely
for
administrative
reasons.
Although
some
of
these
reasons
may
be
valid,
I
cannot
help
but
be
struck
by
what
seems
to
me
the
duplication
of
effort
between
the
two
principle
DDI
divisions
working
on
Vietnam.**
Were
they
combined,
the
number
of
analysts
freed
might
be
adequate
to
staff
a
component
to
conduct
in-depth
research
on
the
Viet
Cong
infrastructure.
Furthermore,
overall
research
on
the
war
could
be
considerable
rationalized.
132.
Obviously,
a
battery
of
arguments
can
be
marshaled
to
bombard
nay
of
the
alternate
suggestions.
To
those
who
would
resist
a
change
in
the
present
system,
however,
I
would
emphatically
reiterate
that
it
doesn't
work.
133.
Long-term
Recommendation
Two:
The
DDI
should
greatly
increase
the
professionalism
of
its
researchers.
134.
The
reason
for
the
suggestion
is
that
DDI
researchers
often
*There
are,
of
course,
noteworthy
exceptions
to
the
generalization.
**The
Indo-China
divisions
of
OER
and
OCI.
-32-
135.
To
increase
the
professionalism
and
background
of
DDI
researchers,
I
would
suggest:
A.
A
dramatic
increase
in
the
number
of
DDI
personnel
serving
overseas.
For
administrative
reasons,
it
would
probably
be
necessary
to
assign
them
temporarily
to
the
DDP
(with
the
DCI
footing
the
bill(
as
reports
officers,
or
as
background
researchers
on
operational
problems.
(See
Paragraph
139A)
As
a
corollary
and
as
a
money
saving
device,
I
would
recommend
the
total
abolition
of
DDI
"orientation
trips"
which
are
expensive
and
largely
unproductive.
B.
An
increasing
emphasis
on
language
training
for
DDI
researchers.
For
example,
no
DDI
research
analyst
speaks
or
reads
Vietnamese.
Because
of
the
abstruse
translation
problems
which
have
arisen
concerning
Viet
Cong
terminology,
this
lack
has
often
been
sorely
felt.
C.
The
upgrading
of
analysts
within
the
DDI.
Basically,
this
would
involve
paying
them
higher
salaries.
It
would
have
a
two-fold
purpose:
first,
to
attract
better
people,
and
second,
to
retain
the
better
researchers
in
analytical
posts.
Too
often
the
best
analysts
either
quit
or
are
promoted
to
largely
administrative
positions,
which
often
means
the
loss
of
their
hard-won
experience.
Some
of
the
extra
money
spent
could
probably
be
saved
by
removing
part
of
the
DDI's
large
administrative/supervisory
structure,
much
of
which
appears
superfluous.
136.
This
recommendation
presumes
a
basic
change
in
attitude
towards
research
and
towards
analytical
personnel.
In
one
sense,
it
favors
the
specialist
over
the
"generalist,"
in
that
it
demands
of
the
analyst
a
far
more
rigorous
performance
than
is
usually
asked
for
under
present
organizational
arrangements.
137.
Long-term
Recommendation
Three:
The
CIA
should
take
steps
to
increase
cooperation
between
the
DDP
and
the
DDI,
bearing
in
mind
the
need
for
maintaining
their
organizational
integrity.
*See,
for
example,
Robert
Shaplen's
"Letter
from
Saigon,"
New
Yorker,
II
January
1969,
a
more
perceptive
discussion
of
recent
events
in
Vietnam
than
is
often
found
in
American
intelligence
publications.
-33-
139.
Among
the
steps
I
would
suggest
for
implementing
the
recommendations
are:
A.
The
creation
of
additional
research
groups
abroad,
similar
to
the
DDI-manned
Research
and
Analysis
Staff
in
Saigon,
which
has
proved
to
be
remarkably
useful.
Obviously,
most
CIA
stations
are
too
small
to
warrant
separate
research
components,
but
some
of
the
larger
ones
would
almost
certainly
benefit
from
them.*
Were
more
Research
and
Analysis
Staffs
created,
they
should
maintain
close
contact
with
country
analysts
in
DDI
headquarters.
Although
their
day-to-day
research
should
be
for
the
support
of
the
local
station,
they
should
also
have
the
ability
to
service
requirements
from
Washington.
B.
The
temporary
transfer
of
some
DDP
personnel
to
the
DDI
for
two-year
tours,
in
order
to
acquaint
them
with
research
problems
and
needs.
C.
The
ability
of
the
DDP
to
levy
requirements
on
the
DDI
at
headquarters
for
certain
types
of
basic
research.
D.
The
setting
up
of
procedures
at
CIA
Stations
abroad
to
ensure
that
DDI
requirements
sent
electrically
are
serviced
more
thoroughly,
and
with
more
dispatch.
A
frequent
--
and
often
valid
--
complaint
voiced
by
DDI
analysts
at
headquarters
is
that
cables
dealing
with
requirements
are
neglected
or
answered
inadequately.
140.
Long-term
Recommendation
Four:
The
intelligence
community
should
create
on
inter-Agency
staff
to
review
the
history
of
the
Vietnam
war
in
order
to
develop
intelligence
contingency
plans
to
avoid
or
to
cope
with
future
struggles
of
National
Liberation
(when
deemed
a
threat
to
US
interests.)
141.
The
principle
reason
for
the
recommendation
is
to
help
ensure
that
intelligence
community
learns
and
preserves
the
lessons
that
Vietnam
conflict
seems
to
be
teaching
us.
It
is
advanced
in
the
expectation
that
prospective
revolutionaries
in
other
parts
of
the
world
may
come
to
look
on
the
Viet
Cong
structure
as
an
operational
and
organizational
model.
*For
example,
Thailand.
-34-
PSM
page
42
of
46
Abbreviation Key
ARVN Army of the Republic of Vietnam
CI Counter Intelligence
COMINT Communications Intelligence
COSVN Central Office of South Vietnam
DDI Deputy Directorate of Intelligence
DD Deputy Directorate of Plans
GVX Government of Vietnam
HES Hamlet Evaluation System
MACV Military Assistance Command Vietnam
MPS Ministry of Public Security
NIE National Intelligence Estimate
CCI Office of Current Intelligence
OER Office of Economic Research
OB Order of Battle
VAS Research and Analysis Staff (once called the Collation Branch)
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