.   -r 
Careers  at 
Defense 
ence 
=-M*     ■""-'■■'■  =    -    ;        ; 
fulfilling  personal  and  national  goals 
'id-^-i*-'z
The  Evolution  of 
Military 
Intelligence 
The  crucial  advantage  in  possessing  ad- 
vance information  when  choosing  among 
available  alternatives  in  the  affairs  of  na- 
tions has  long  been  recognized. 
In  the  fifth  century  B.C.,  the  Chinese 
philosopher  Sun  Tzu,  writing  on  "The 
Art  of  War."  stated  that  foreknowledge 
was  "the  reason  the  enlightened  Prince 
and  the  wise  General  conquer  the  enemy 
whenever  they  move."  He  described  the 
craft  of  intelligence  so  clearly,  com- 
pletely, and  succinctly  that  the  Orient 
maintained  a  superiority  in  intelligence 
capability  over  the  West  throughout  an- 
cient times.  This  relative  position  of  intel- 
ligence persisted  through  the  Middle  Ages 
when  Western  Europe,  lacking  adequate 
intelligence,  made  some  of  its  most  costly 
mistakes  in  its  relationship  with  the  East. 
Having  learned,  through  experience,  the 
value  of  intelligence,  most  European  gov- 
ernments, led  by  Italy's  city  states,  had 
established  permanent  embassies  abroad 
by  the  16th  century.  Spymasters  like 
Queen  Elizabeth's  Walsingham,  King 
Louis'  Richelieu,  Cromwell's  Thurlow, 
and  Napoleon's  Fouche  achieved  positions 
of  great  strength  by  collecting, 
evaluating,  and  applying  military  and 
political  intelligence. 
The  evolution  of  Europe's  great  armies 
during  the  19th  century  brought  a  grow- 
ing emphasis  on  military  intelligence 
\   organizations.  As  part  of  the  Prussian  <■ 
i  military  model  developed  by  Frederick 
£  the  Great,  the  intelligence  system  .became 
(  a. vital. part  of  the  general  staff.-V  ^  '-'.--. 
iV  ■-'  ^  ^  -'-j^S-V'  S'^V^ 
By  the  end  of  the  19th  century,  however, 
the  European  governments  had  allowed 
their  intelligence  services  to  deteriorate 
and  entered  World  War  I  ill-equipped  to 
provide  even  the  most  basic  military  in- 
formation needed  by  war  planners. 
(French  intelligence  estimated  the  size  of 
the  German  Army  at  just  half  its  actual 
strength.) 
In  the  period  between  World  Wars  I  and 
II,  in  contrast  to  the  situation  in  the 
United  States,  intelligence  flourished  in 
Europe  and  in  Japan  to  counter  emerging 
dictatorships  in  Germany,  Italy.  Japan, 
and  the  U.S.S.R.  A  similar  growth  took 
place  in  the  intelligence  capabilities  of 
the  free  European  nations  as  they  at- 
tempted to  counter  the  threat  posed  by 
the  dictatorships. 
With  the  onset  of  World  War  II.  the 
United  States  found  itself  with  a  woefully 
inadequate  intelligence  system.  The  shock 
of  Pearl  Harbor  focused  national  atten- 
tion on  intelligence  in  a  manner  never 
before  experienced  in  the  Nation's 
history. 
The  failure  of  intelligence  was  the  major 
topic  in  the  seven  separate  official 
inquiries  and  the  postwar  congressional 
investigation  into  the  Pearl  Harbor 
catastrophe.  The  top-to-bottom  failure  of 
the  U.S.  intelligence  system,  particularly 
in  communication  and  evaluation,  led  to 
the  revitalization  of  the  intelligence  proc- 
ess and  the  eventual  development  of  a 
centralized  and  comprehensive  intelli- 
gence system. 
*  J1***, 
-r  ***-, 
H..  «■<■-  _ 
■:*•*,
The  Development 
of  DIA 
n- 
e. 
r-, 
*  ■ 
i  '■ 
& 
P: 
Among  the  more  important  outgrowths 
of  the  post-World  War  II  revolution  in 
defense  management  was  increased 
attention  to  the  vital,  complicated  field 
of  intelligence. 
In  I?51,  the  Defense  Intelligence  Agency 
was  established  to  unify  the  efforts  of  the 
Department  of  Defense  intelligence  com- 
ponents and  to  increase  the  Defense  intel- 
ligence capability.  The  creation  of  DIA 
signaled  a  major  change  in  the  organiza- 
tion and  system  of  intelligence  activities 
within  the  Military  Establishment. 
The  decentralized  intelligence  structure 
that  previously  had  existed  within  the 
national  Military  Establishment  was 
welded  together  within  a  single,  unified, 
overall  coordinating  agency  above 
departmental  level,  under  the  direction, 
authority  and  control  of  the  Secretary  of 
Defense  with  the  chain  of  command 
running  from  the  Secretary  of  Defense, 
through  the  Joint  Chiefs  of  Staff,  (JCS)  to 
the  Director,  DIA. 
In  essence,  the  DIA  Director  was  given 
two  levels  of  function.  First,  to  support 
intelligence  for  the  national  Military 
Establishment,  responsive  principally  to 
the  JCS;  and  second,  the  management  of 
Department  of  Defense  (DoD)  intelligence 
programs  and  intelligence  support  for  the 
Secretary  of  Defense,  responsive 
principally  to  the  Office  of  the  Secretary 
of  Defense  (OSD).  . 
DIA  Today 
The  activation  of  DIA  was  deliberately  a 
slow  and  careful  process  because  of  the 
overriding  importance  of  maintaining  ai 
effective  defense  intelligence  machine 
during  the  conversion  period.  DIA  did 
not  achieve  full  operational  status  until 
three  years  after  its  birth,  and  it  has  bee 
undergoing  change  and  development 
continuously  since  that  time.  Intelligent 
must  remain  dynamic,  reacting  to 
changes  in  the  world  situation  and  to 
adjustments  in  national  policies.  The 
organization,  functions,  and  manageme; 
relationships  of  DIA  change  to  reflect 
this. 
The  Cuban  crisis,  the  growth  of  the 
Vietnam  problem,  the  increased  U.S. 
concern  with  the  Middle  East  and  Afric 
significantly  changed  the  scope  of  the 
defense  intelligence  effort  compared  wit 
that  being  carried  out  by  the  Military 
Departments  before  the  creation  of  DIA 
Strengthening  of  the  planning  capabilit\ 
of  the  unified  command  headquarters 
also  brought  increased  intelligence 
support  problems.  As  a  result,  the  DIA 
organization  today  differs  in  many  ways 
from  the  original  plan  and  will  certain! 
be  changing  as  time  goes  by.
DIA  Mission 
:&.. 
-i^z 
In  a  world  still  lacking  universal  accep- 
tance of  law  and  order,  where  military  " 
power  still  plays  the  dominant  role  in  in 
ternational  relationships,  and  where  the 
uneven  availability  of  vital  natural 
resources  is  increasingly  used  to  exert 
■=-i^ 
i?rCln  addition,  DIA  acts  as  a  DoD  spokes- 
.rr'^i  man  and  is  a  member  of  the  National 
v,>g|JF<jre«n  Intelligence  Board  (NFIB).  The 
^^lfiBstay  Department  intelligence  chiefs 
~£  ato  parriopa&e  as  observers  in  board  pro- 
flceedugia^It  is from  the  NFIB  that  the 
political  leverage,  our  global  environment  t^^^  guidance  with  re 
has  become  a  complex  melange  oi^^^^^g spect  to  hk  rrtponsabalitics  in  the  national 
capabilities  and  intentions.  <  .  —  '  -y  *: ^'•^^^■^"•'"**BTr "*""  tttti 
Under  these  conditions,  our  for 
ligence  effort  assumes  critical 
in  keeping  the  United  States 'aJeri'ttrj 
tary,  political,  and  economic  tinea 
also  becomes  a  leading  element  tn'j 
porting  on-going  international!    * 
tions  and  in  verifying  compl 
agreements  that  were  designed^ 
turmoil.  .,;_.' V'J ^  t>r"*  "^ 
The  never-ending  task  of  \ 
cessing,  evaluating,  analyzing 
grating,  producing/and 
military  intelligence  for  thjc^_ 
with  the  Defense  Infrflipmv^i 
In  the  Agency's  mission' b» 
eign  military  inti         ~'   -- 
the  Secretary  of 
components  of  the" 
DIA  uses  its  own, 
manages  and  evaluates?. 
partraent  components!^ 
with  other  intelii 
as  the  CentraT_ 
and  the  National' 
military  posture  and 
States,  there  exists 
■intensive,  military- 
research.  Maintain- 
of  Soviet  task 
world,  verification 
dtsadenr  forces  in 
America,  and 
Identification  of  a 
produced  by 
of  the  more  ob- 
the  DIA  effort 
quantities 
develop,  and 
mseUigencc  base 
acrarate,  timeiy  in- 
'groond.  naval,  air, 
around  the 
and
DIA  Major  Functions 
In  carrying  out  the  Agency's  mission,  all 
of  DIA's  functional  responsibilities  are 
encompassed  within  the  broad  areas  of 
collection,  production  and  support.  Pro- 
duction of.  intelligence  comprises  the  ma- 
jor portion  of  DIA's  resources.  Four" 
general  categories  of  intelligence  are  pro- 
duced by  DIA  and,  under  DIA  guidance, 
by  the  Military  Departments.    : 
The  first  production  category  is  basic 
intelligence,  which  forms  the  data  base 
for  all  military  intelligence  studies, 
estimates  and  short-term  assessments.  It 
^contains,  for  example,  basic  information 
on  strengths  and  capabilities  of  forces, 
target  information  and  biographic  data 
.on  foreign  military  personalities.  .-  -'        ..~ 
fl'h:;.-''-  -'.-■■...  .  '"■■■' 
The  second  category  is  time-sensitive  cur- 
rent intelligence,  which  reports  on  major 
'worldwide  happenings  and  evaluates  their 
significance.  To  support  this  function,  ■ 
DIA  operates  the  National  Military  In- 
telligence Center  on  a  24-hour  basis  to 
identify  and  report  identifications  of  im- 
pending foreign  developments  that  may 
jiave  major  impact  on  National  Security    , 
^Interests. 
OTie  third  category  is  intelligence  esti- 
*mates,  DIA  participates  with  the  CIA  i 
►preparing  National  Estimates  and  pro* 
(duces  DoD  estimates  for  departmental,- 
point  and  international  use.  Both  types-' 
^include  estimates  of  foreign  capabilities, 
^vulnerabilities  and  probable  courses  of 
faction  and  serve  as  cornerstones  for  the 
(development  of  long  term  foreign  and 
^national  security  policy. 
in 
The  final  category  is  scientific  and 
technical  intelligence.  This  is  produced 
by  DIA  and  by  the  Military  Departments 
under  the  overall  management  of  DIA. 
Foreign  scientific  and  technical  intelli- 
gence includes  research  in  natural  and 
applied  sciences,  applied  engineering 
techniques  and  all  aspects  of  weapons 
technology. 
The  foregoing  is  supplemented  by 
specialized  production  units  operated  by 
the  Military  Departments.  These  are 
under  DIA's  management  and  include 
special  imagery,  electronics  and  fleet  in- 
telligence/ocean surveillance  analysis. 
To  obtain  the  information  needed  by  our 
intelligence  producers,  DIA  integrates  all 
Defense  intelligence  collection  and  pro- 
cessing activities.  The  Defense  Attache 
System  is  the  only  collection  activity 
dirccdy  controlled  by  DIA.  Other  intelli- 
gence collection  resources,  such  as  those 
belonging  to  CIA,  NSA  and  the  military 
services,  respond  to  DIA  collection  re- 
quirements together  with  the  require- 
ments of  other  non-Defense  intelligence 
consumers. 
In  the  collection  process.  DIA  assemble 
integrates,  validates  and  assigns  rclativ 
priorities  to  all  Defense  intelligence 
requirements.  These  arc  evaluated  to 
determine  the  most  cost  effective  mean 
of  collection  and  to  avoid  unnecessary 
duplication  in  tasking.  Collection  resui; 
are  routmelv  checked  to  determine 
whether  stated  requirements  are  being 
satisfied,  and  whether  tasking  should  b 
reassigned  or  terminated. 
In  the  area  of  support.  DIA  operates  tl 
Defense  Intelligence  College.  Here,  exu 
sive  instruction  is  provided  to  both  mil; 
tary  and  civilian  career  personnel  who 
are  selected  to  fill  key  intelligence  assig 
menis  and  to  personnel  preparing  for  {• 
eign  duty  in  the  Defense  Attache  Syster 
Other  DIA  support  functions  include: 
broad  planning  and  managerial  elforts 
insure  proper  coordination  of  DIA  acti 
ities  with  those  of  other  U.S.  entities  in 
volved  in  foreign  intelligence;  control  a 
direction  of  DoD  general  intelligence 
information  (automatic  data  processing 
systems  and  associated  communications 
counterintelligence  and  internal  securit 
and  activities  such  as  personnel  and 
administration.
DIA 
Organizat 
and  PeopI 
** 
At  the  heart  of  all  activities  at  DIA  is  the 
function  of  the  intelligence  research  spe- 
cialist. In  general,  it  is  his/her  respon- 
sibility to  participate  in  the  research, 
development,  analysis,  and  maintenance 
of  the  worldwide  intelligence  data  base 
and  to  produce  intelligence  on  military 
and  para-military  ground,  naval,  air. 
missile,  and  military  forces.  Intelligence 
research  specialists  develop  intelligence 
regarding  the  effect  on  military  capa- 
bilities of  the  government  structure. 
national  policies,  international  commit- 
ments, and  alignment  of  nations.  Their 
advanced  work  might  include  preparatior 
of  analytical  studies  and  the  presentation 
of  oral  briefings. 
They  may  engage  in,  or  directly  support. 
either  the  collection,  analysis,  evaluation 
interpretation,  or  dissemination  of  in- 
formation on  economic,  social,  cultural, 
physical,  geographic,  scientific,  or  mili- 
tary conditions,  trends  and  forces  in  for- 
eign areas. 
To  accomplish  this  broad  vital  objective 
requires  the  coordinated  efforts  of  many 
specialized  skills  and  fields  of  endeavor. 
Some  analysts  devote  themselves  to  de- 
ducing the  intentions  of  foreign  govern- 
ments, and  some  study  foreign  armed 
forces,  their  strengths  and  disposition, 
equipment,  and  state  of  readiness.  Still 
■>  others  study  the  war-supporting  industrial 
base  in  order  to  estimate  the  capability  of 
foreign  countries  to  sustain  war.  Some  or- 
ganize the  findings  of  others  and  forward 
them  to  higher  echelons.  In  short,  intelli- 
gence is  like  a  pyramid  with  its  broad 
base  the  accumulation  of  information 
and  its  peak  the  feeding  of  information 
upward  to  the  ultimate  users.  At  the  base 
of  the  pyramid  are  the  junior  intelligence 
analysts,  each  specializing  in  some  aspect 
of  the  mission.  Analysts  maintain  working 
relationships  with  the  Central  Intelligence 
Agency,  the  Departments  of  Commerce 
and  State  as  well  as  other  intelligence 
organizations  of  the  Department  of 
.  Defense. 
■}  Typical  Work  Assignments: 
a.  Military  Capabilities.   Important  to 
>  determining  the  capabilities  of  the  armed 
„, forces  of  any  country  is  the  type  and 
•  ■■quantity  of  armaments  and  supporting 
material  they  possess.  All  but  a  dozen  na- 
tions of  the  world  must  import  such  arms 
i*'-and  supporting  equipment. 
b.   Military  Geography.  Fields  of  em- 
■;v£  phasis  include  physical  and  cultural  geo- 
graphy and  specialized  subjects  such  as 
^petroleum,  its  storage  and  transmission; 
'electrical  power;  telecommunications; 
^demography;  and  escape  and  evasion.  In- 
telligence analysts  are  assigned  tasks  to 
\j%[ provide  for  the  collection  of  intelligence, 
JT$\xts  processing,  and  the  production  of 
l^&reporta  and  studies  presenting  factual 
data,  as  well  as  interpretative  and  esti- 
mative  efforts.  Within  the  above  field  of 
work,  a  small  group  of  analysts  develop 
and  maintain  intelligence  relative  to 
United  States  Prisoner  of  War  (POW) 
and  Missing-in-Action  (MIA)  personnel. 
Other  analysts  work  with  information 
concerning  escape  and  evasion,  produc- 
ing substantive  intelligence  on  SAFE  Area 
Intelligence  Descriptions.  These  studies, 
which  require  contributions  from  numer- 
ous elements  within  DIA,  are  designed  to 
assist  an  escapee  or  evader  in  avoiding 
capture  and  surviving  until  recovery  can 
be  made. 
c.    Targeting.   Analysts  involved  in  this 
unique,  worldwide  function,  produce  and 
disseminate  annotated  installation  photo- 
graphs and  textual  descriptions.  They  de- 
velop targeting  systems,  contribute  to  JCS 
directives,  and  manage  the  worldwide 
Tactical  Target  Materials  Program.  Civil 
engineers,  preferably  those  who  are  struc- 
turally oriented,  perform  physical  vul- 
nerability analyses  on  targets  of  national 
interest.  This  aspect  of  targeting  requires 
a  knowledge  of  both  plastic  and  dynamic 
design  concepts  and  an  understanding  of 
the  response  of  structure  to  both  static 
and  dynamic  loading  conditions.  Prob- 
lems are  encountered  dealing  with  tech- 
niques of  structural  modeling,  finite 
element  analysis  of  structures,  soil 
mechanics,  and  analysis  of  construction 
techniques  used  by  other  countries.  To 
assist  the  analyst  engineer  in  his  work,  a 
large  computer  is  available;  computer 
codes  have  been  developed  to  analyze 
common  problems,  but  the  analysis  of 
special  structural  configurations 
requires  that  an  engineer  do  his  own  pro- 
gramming using  familiar  computer  lan- 
guages such  as  FORTRAN  and  BASIC, 
as  well  as  newer  languages  with  direct 
application  to  systems  analysis. 
*<■■*. 
vm
d.   Transportation  and  Logistics  In- 
telligence. In  addition  to  the  primary 
responsibility  of  maintaining  an  up-to- 
date  basic  data  file  on  one  or  more  of  the 
;  various  modes  of  transportation  in  a 
-  specifically  assigned  geographic  area,  the 
analyst  may  be  tasked  to  produce  various 
programmed  studies  and  reports  and  to 
respond  to  spot  requests.  Typical 
assignments  in  this  area  involve  the  pro- 
duction of  detailed  studies  in  any  of  the 
many  transportation  networks  or 
facilities,  such  as  roads,  railroads,  inland 
waterways,  ports,  and  civilian  aviation 
facilities  of  a  particular  country.  One  of 
the  most  important  tasks  of  the  analyst  is 
to  compute  capacities  of  selected  lines  of 
,  communication  in  terms  of  amounts  of 
u ;  military  supplies  that  could  be  moved 
;\  between  various  points.  Similarly,  the 
s  analyst  may  be  tasked  to  determine  how 
•Imuch  time  is  required  to  move  a  military 
unit  over  a  given  distance  on  a  selected 
route.  Pure  logistical  analysis,  to  include 
;  determinations  on  plant  capacity,  inven- 
■'  tories,  and  supply  substainability  is  be- 
;.U  coining  increasingly  critical. 
*  «    "  '  ..    v"       -,.-        "  ■    *       ■  _ 
-1-  -w,     '  .    *  "-  • 
.»    ■<■•■  -        '  '• 
:       e.   Imagery  Analsysis.  Dynamic,  chal- 
,T  lenging,  and  progressive  assignments  may 
;  ^  be  pursued  by  the  analyst  in  the  highly 
'    technical  field  of  imagery  interpretation. 
^  .The  imagery  analyst,  possessing  a  unique 
;  quality  of  perception,  logic,  and  rea- 
.    sorting,  applies  proven  interpretation 
.  t  techniques  to  extract  all  distinguishing 
•V  characteristics  of  intelligence  from  im- 
:".'■  agery  collection  systems.  The  imagery 
-  analyst  develops  authoritative  photo- 
>-  graphic  intelligence  assessments  covering 
£v  a  broad  range  of  military  categories. 
;" '.  These  studies  may  be  disseminated  via  a 
variety  of  textual  and  graphic  products, 
and  may  be  used  to  provide  information 
on  which  value  judgments  and  decisions 
are  made  at  the'appropriate  national   . 
•    levels  of  command.  ;   ^ 
f.  Economics.  In  the  field  of  econo- 
mics, the  analyst  may  expect  to  work  in 
the  areas  of  detailed  analysis  of  foreign 
military  expenditures  and  assistance, 
economic  analysis  and  foreign  military 
production  activities.  The  analyst  works 
closely  with  other  economists  in  military 
and  civilian  agencies. 
g.    Political  Intelligence.    In  this  field, 
analysts  deal  with  the  structures  of 
governments,  political  parties,  national 
policies,  and  foreign  relations  and  their 
impact  on  a  country's  defense  doctrine 
and  strategy. 
h.   Scientific  and  Technical  In- 
telligence.  A  major  effort  within  D1A  is 
also  focused  entirely  on  scientific  and 
technical  intelligence,  requiring  the 
knowledge  and  skills  of  physicists, 
mathematicians,  and  engineers  of  virtual 
ly  every  discipline.  Those  involved  are 
called  upon  to  determine  capabilities  and 
vulnerabilities  of  foreign  weapons  systems 
and  components  and  to  search  for 
evidence  of  scientific  breakthroughs 
which  might  render  U.S.  weapons  system1 
obsolete.  These  analysts  delve  deeply  into 
the  technical  capabilities  of  foreign 
missile  systems,  radars,  aircraft,  nuclear- 
powered  submarines,  electronics  and 
nuclear  weapons  in  order  to  determine 
quantitatively  the  threat  which  they  pose. 
The  results  of  such  analyses  are  of  great 
value  in  developing  methods  by  which  to 
remove  or  alleviate  the  threat. 
Scientific  and  technical  intelligence  pres- 
ents a  constantly  expanding  set  of  dial 
lenging  and  at  times  frustrating  problem 
areas. 
Ingenuity  and  imagination  are.  fur  in- 
stance, a  primary  requisite  if  one  is  to 
overcome  the  handicap  of  insufficient 
data  with  which  to  work.  In  addition,  th< 
technical  analyst  must  be  capable  of 
placing  himself  in  the  other  person's 
shoes,  if  his  analysis  of  another's  technol 
ogy  or  hardware  is  to  be  accurate. 
Science  will  continue  to  advance,  as  will 
its  translation  into  new  weapons  and 
components.  So  will  most  scientific  and 
technical  intelligence  capabilities  con- 
tinue to  advance.
DIA  and 
Military  Service 
Relationship 
The  establishment  of  DIA  did  not  elimi- 
nate the  requirement  for  intelligence 
staffs  in  the  Military  Departments.  Some 
of  the  more  important  intelligence  func- 
tions which  remain  with  .the  departments 
are: 
Basic  intelligence  training  and  doctrine 
for  combat  intelligence. 
Internal  department  security  and  coun- 
terintelligence operations. 
Most  scientific  and  technical  intelli- 
gence production. 
Intelligence  support  for,  and  participa- 
tion in,  military  service  level  staff  studies 
(including  the  independent  departmental 
contributions  to  DIA  for  use  in  develop- 
ing defense  intelligence  estimates). 
«;  Technical  advisory  support  to  intelli- 
% gence  activities  in  the  military  services. 
j&: ■■  Technical  liaison  with  counterpart  ac- 
tivities of  other  countries  through  repre- 
.  sentation  activities  of  the  Defense  Attache 
System  or  directly  with  foreign  represen- 
tatives stationed  in  the  United  States. 
'i 
Performance  of  specific  intelligence 
collection  and  reconnaissance  functions. 
■:-.'  t 
Research  and  development  for  intel- 
ligence support  systems  related  to  de- 
partmental or  military  service-identified 
combat  intelligence  missions.
DIA  and;*  the 
Graduate 
To  insure  a  flow  of  young  and  talented 
people  into  the  Defense  Intelligence 
Agency,  a  Career  Development  Plan  has 
been  instituted  which  compares  favorably 
with  any  similar  plan  in  either  industry 
or  government.  V^,.-,       ;  ■  .  "r*  
",*.-" 
Each  year,  college  seniors  are  interviewed 
during  the  fall  or  spring  semester  for  em- 
ployment upon  graduation.  In  addition 
to  a  real  desire  to  pursue  a  career  in  the 
intelligence  community,  candidates  must 
possess  at  least  a  bachelor's  degree  in  a 
pertinent  field  from  an  accredited  college 
or  university.  Entry  into  this  plan  will  be 
at  a  salary  commensurate  with  academic 
achievement  and  any  relevant  experience. 
During  the  initial  year  of  employment 
with  DIA,  the  trainee  normally  completes 
an  intelligence  orientation  course  which 
provides  a  broad  understanding  of  the 
intelligence  function  and  an  introduction 
to  the  military  intelligence  community. 
During  the  remainder  of  the  first  year, 
the  trainee  is  assigned  to  meaningful 
tasks  involved  in  the  production  of  intelli- 
gence. In  addition  to  gaining  experience 
in  the  work  of  an  intelligence  analyst,  the 
new  professional  employee  will  obtain  an 
insight  into  administrative  processes, 
reporting  systems  and  record  systems. 
In  the  second  year  of  training,  the  entry- 
level  trainee  may  receive  experience  in 
the  areas  of  intelligence  collection  and  in- 
telligence estimates.  Also  during  the 
second  year,  the  trainee  will  be  afforded 
as  wide  a  range  of  educational  opportuni- 
ties as  possible,  consistent  with  the  in- 
dividual's capabilities,  type  of  academic 
discipline  possessed,  and  the  needs  of 
DIA. 
Individual  Development  Plan.  Soon  after 
arrival  in  DIA,  new  professional  em- 
ployees are  counseled  by  their  supervisor 
and  a  representative  of  the  training  office 
to  determine  a  program  of  training 
courses,  rotational  assignments,  and  other 
developmental  experiences  which  will 
prepare  them  to  advance  in  DIA.  Fol- 
lowing this  counseling,  an  individual 
program  of  classroom  and  on-the-job 
training  is  prepared  which  guides  the 
progress  of  each  new  employee. 
Full-time  Study  Program.    While  there 
are  specific  experience  and  grade  criteria 
for  nomination  to  prestigious  DoD 
academic  institutions  such  as  the  Na- 
tional War  College  and  Service  War  Col- 
lege, employees  with  as  little  as  two  years 
with  DIA  are  encouraged  to  participate 
in  other  training  opportunities  that  might 
include  full  semester  study  at  a  local  uni- 
versity or  involvement  with  the  Excep- 
tional Analyst  Program.  Selection  for  all 
full-time  study  programs  are  competitive. 
Rotational  Assignments.  New  professional 
employees  normally  receive  at  least  two 
distinct  assignments  within  DIA  during 
their  first  two  years  of  Agency  employ- 
ment. Such  assignments  broaden  career 
perspective  as  well  as  provide  opportuni- 
ties in  different  aspects  of  intelligence 
work.  Later  in  their  careers,  DIA  em- 
ployees have  the  opportunity  to  receive 
temporary  assignments  to  other  intelli- 
gence agencies  to  improve  professional 
competence  and  prepare  them  for  greater 
responsibilities.
After-Hours  Study.  The  Defense  Intelli- 
gence Agency  financially  supports 
selected  employees  attending  academic 
study  at  local  universities  in  the  Washing- 
ton area.  Tuition  support  is  provided  for 
courses  which  will  help  an  employee  in 
the  performance  of  official  duties. 
In-House  Training.    Numerous  courses  in 
intelligence  analysis,  orientation  and 
management  as  well  as  verbal  and  writ- 
ten communications,  supervision,  auto- 
matic data  processing  and  technical 
subjects  are  available  within  the  DIA 
training  program.  New  employees  are 
given  opportunities  to  complete  training 
which  will  prepare  them  for  greater  re- 
sponsibilities in  the  Defense  Intelligence 
.Agency. 
it--.-:-:  ■ 
.
DIA  and  the 
Experienced 
Professional 
DIA  also  has  a  need  for  experienced  pro- 
fessional people  in  a  wide  variety  of 
disciplines  and  at  various  salary  (grade) 
levels.  The  salary  depends  not  so  much 
on  the  applicant's  length  of  experience, 
but  rather  on  the  quality,  scope  and 
responsibility  of  this  experience. 
Applicants  for  positions  at  the  higher 
grade  levels,  for  instance,  are  required  to 
show  increasingly  responsible  experience 
in  which  they  have  demonstrated  conclu- 
sively the  ability  to  perform  at  a  level 
commensurate  with  the  grade.  In  gener- 
al, progressively  responsible  adminis- 
trative, investigative,  professional  or 
technical  work  is  required,  as  well  as  the 
ability  to  deal  effectively  with  individuals 
or  groups  of  persons;  to  collect,  assemble 
and  analyze  pertinent  facts,  and  to  pre- 
pare clear  and  concise  written  reports. 
Military  intelligence  experience  is,  of 
course,  a  very  desirable  asset. 
In  the  recruitment  of  skilled  professional 
people,  as  well  as  college  graduate 
trainees,  DIA  pays  special  attention  to 
personal  attributes  (including  the  capaci- 
ty for  professional  growth),  ethics,  per- 
sonal relationships,  'emotional  stability, 
"  motivation  and  ability  to  work  under 
pressure.  Special  emphasis  is  also  placed 
on  recruitment  of  women  and  minority 
groups  and  their  subsequent  placement  in 
all  occupational  areas.
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' 
ODIA  Career  Benefits 
XThe  advantages  of  a  career  at  DIA  are    ? 
-  many  and  varied,  including  the  liberal ;f^ 
^.fringe  benefits  associated  with  Federal  >'^ 
•  ^employments  Due  to  its  highly  specialized 
/*  nature,  DIA  is  granted  direct  hiring  pre~,- 
*.-  rogatives  and  its  employees  hold  regular  *1 
"appointments  (although  Civil  Service  sta-  . 
"tus  is  not  required).  All  applicants  must,  . 
however,  be  U.S.  citizens  and  are  subject 
".to  thorough  background  inquiry  and  - 
^.physical  examination.  ;;r     ...      zrji 
■-'■  "i'' 
|,In  addition  to  nine  paid  holidays  a  year,  .^^^ 
|the  first-year  employee  receives  13  work-'^-iv, 
•days  of  vacation.  After  three  years, .20 r'^V-.r 
days  leave  are  granted  and  after  15  yeara^-3- 
service,  26  days.  Depending  on  type  of,-  "i£f^. 
^service,  military  duty  is  either  partially  or  . 
..completely  credited  in  computing  an  em-     V 
,plpyee'$  total  period  of  employment.    -  >.  '  ~  • 
" 
.An  excellent,  low-cost  group  life  in-  :  - 
Insurance  plan  is  another  fringe  benefit  of  "v 
^employment  with  DIA.  Group  hospitali-*  •>  ,'.'.' 
Ration  and  surgical  benefits  are  offered  at 
employees  also  participate  in  the  Civil 
Service  retirement  program.  Entry 
salaries  depend,  of  course,  on  individual 
qualifications  as  well  as  the  current 
government  service  salary  schedule.  DIA 
follows  well-planned  promotion,  place- 
ment, salary  appraisal  and  incentive 
awards  programs,  and  promotion  from 
within  is  a  general  Agency  policy.  A  large 
and  active  employee  activities  association 
provides  recreational  outlets  for  the  inter- 
ested.   ■■,-'--."-. 
But  of  all  the  benefits  of  working  for 
DIA,  certainly  one  of  the  most  gratifying 
is  the  satisfaction  one  gains  from  per- 
forming a  worthwhile  service  in  our  coun- 
try's interest^.;    ,        ,   - /„
You  ancl  the  DIA 
Intelligence  Team 
The  Defense  Intelligence  Agency  is  re- 
sponding to  the  needs  and  challenges  of  a 
rapidly  changing  world  situation.  For  this 
reason,  DIA  relies  heavily  on  a  constant 
influx  of  new  and  dedicated  personnel,  in 
addition  to  an  experienced  cadre  of 
trained  experts,  to  respond  to  national 
requirements.  Opportunities  for  increased 
responsibilities  grow  with  experience,  and 
the  ability  to  meet  challenges  head  on  of- 
fers satisfaction  as  part  of  the  vital  mili- 
tary-dvu'ian.tean^.c- 
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Metropolitan 
Washington,  D.C 
Home  of  DIA 
Headquarters  for  the  Defense  Intelligence 
Agency  is  located  in  the  Pentagon  with 
the  majority  of  activities  accomplished  at 
the  new  Defense  Intelligence  Analysis 
Center  located  at  Boiling  Air  Force  Base 
in  Washington.  DC. 
The  capital  city's  national  memorials  and 
historical  points  of  interest  are  well 
•known.  Not  so  well  known  is  the  fact  that 
Washington  is  but  an  hour's  drive  from 
the  Chesapeake  Bay  and  two  hours  from 
the  Blue  Ridge  Mountains.  For  living. 
you  may  find  suburban  Virginia  (or 
Washington  itself)  to  your  liking,  as  well 
as  the  Maryland  suburbs,  all  within  con- 
venient commuting  distance  of  DIA. 
thanks  to  the  Capital  Beltway  and  the 
Metro  subway  system. 
Metropolitan  Washington  abounds  in 
cultural  attractions.  The  National 
Theatre,  where  Broadway  shows  often 
premier,  the  Kennedy  Center.  Wolf  Trap 
Farm  Park  for  the  Performing  Arts,  the 
Arena  Stage  and  Carter  Barron  Amphi- 
theatre present  first-rate  stage  fare,  while 
art  collections  of  the  National  Gallery  of 
Art.  the  Phillips,  the  Corcoran  and  the 
Washington  Gallery  of  Modern  Art 
should  please  even  the  most  discriminat- 
ing an  lover. 
The  Washington-Baltimore  area  also 
presents  topflight  professional,  collegiate 
<  and  amateur  football,  baseball  and 
basketball  competition  the  year  around. 
as  well  as  thoroughbred,  harness,  power- 
boat and  auto  racing. 
Washington  area  universities  and  Balti- 
more's Johns  Hopkins  offer  a  wide  spec- 
trum of  educational  opportunity  at  the 
graduate  level.  More  than  250  libraries  in 
the  area,  led  by  the  massive  Library  of 
Congress,  complement  the  area's  out- 
standing educational  facilities  by  provid- 
ing the  most  comprehensive  technical  and 
research  resources. 
A
Defense  Intelligence  Agency 
Civilian  Personnel  Operations  Division 
Recruitment  Office 
Washington,  D.C.  20301 
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