PJ#044, TANGLED WEBS "GOTCHA"-- AGAIN TANGLED WEBS-VOL. II

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PJ 44

CHAPTER 9

REC #2 HATONN

SUN., FEBRUARY 9, 1992 10:51 A.M. YEAR 5, DAY 176

SUNDAY, FEBRUARY 9, 1992

Since one of the most important men in your nation was also once head of the CIA, I think I shall probably increase the length of this particular subject to include integration of the bio­graphical outlay of George Bush. Even if this requires several JOURNALS to adequately cover the material. Life, after all, is a series of totally integrated bits and pieces and must be consid­ered in that light--for all impacts all other. We shall just move along and interrupt where appropriate.

I suggest you break up John's work on Russia into segments suitable to run in series in the Liberator. It is imperative that you have background on Russia and circumstances unfolding there so that you can better discern what, exactly, is taking place and how and why it impacts you so greatly. Then, at some point we are going to have to take an in-depth look into the United Nations Charter and structure to see how and why you have been "had" unknowingly.

Now, however, let us continue with the CIA subject in point. We shall begin today with:

THE CIA AND THE INTELLIGENCE COMMUNITY

The CIA is big, very big. Officially, it has authorized man­power of 16,500 [1974] and an authorized budget of $750 mil­lion [H: This, of course, is completely outdated but serves the purpose of explanation of how the system works.]--and even those figures are jealously guarded, generally made avail­able only to Congress. Yet, regardless of its official size and cost, the agency is far larger and more affluent than these fig­ures indicate.

The CIA itself does not even know how many people work for it. The 16,500 figure does not reflect the tens of thousands who serve under contract (mercenaries, agents, consultants, etc.) or who work for the agency's proprietary companies. Nor does the figure include the guard force which protects the CIA's buildings and installations, the maintenance and char force, or the people who run the agency's cafeterias. The General Ser­vices Administration employs most of these personnel. Past ef­forts to total up the number of foreign agents have never re­sulted in precise figures because of the inordinate secrecy and compartmentalization practiced by the Clandestine Services. Sloppy record-keeping--often deliberate on the part of the oper­ators "for security purposes"--is also a factor. There are one­time agents hired for specific missions, contract agents who serve for extended periods of time, and career agents who spend their entire working lives secretly employed by the CIA. In some instances, contract agents are retained long after their use­fulness has passed, but usually are known only to the case offi­cers with whom they deal. One of the Watergate burglars, Eu­genio Martinez, was in this category. When he was caught in­side the Watergate on that day in June 1972, he still was re­ceiving a $100-a-month stipend from the agency for work ap­parently unrelated to his covert assignment for the Committee to Re-Elect the President. The CIA claims to have since dropped him from the payroll.

WASTEFUL PAY POLICIES

A good chunk of the agency's annual operational funds, called "project money", is wasted in this fashion. Payments to no-longer-productive agents are justified on several grounds: the need to maintain secrecy about their operations even though these occurred years ago; the vague hope that such agents will again prove to be useful (operators are always reluctant to give up an asset, even a useless one), and the claim that the agency has a commitment to its old allies--a phenomenon known in the CIA as "emotional attachment". It is the last justification that carries the most weight within the agency. Thus, hundreds--perhaps thousands--of former Cuban, East European, and other minor clandestine agents are still on the CIA payroll, at an annual cost to the taxpayers of hundreds of thousands, if not mil­lions, of dollars a year.

All mercenaries and many field-operations officers used in CIA paramilitary activities are also contractees and, therefore, are not reflected in the agency's authorized manpower level. The records kept on these soldiers of fortune are at best only gross approximations. In Laos and Vietnam, for example, the Clandestine Services had a fairly clear idea of how many local tribesmen were in its pay, but the operators were never quite certain of the total number of mercenaries they were financing through the agency's numerous support programs, some of which were fronted for by the Department of Defense, the Agency for International Development, and, of course, the CIA proprietary, Air America.

COMPUTERIZED RECORDS VIEWED AS THREAT

Private individuals under contract to--or in confidential con­tact with--the agency for a wide variety of tasks other than sol­diering or spying are also left out of the personnel totals, and complete records of their employment are not kept in any single place. Attempts to computerize the complete CIA employment list were frustrated and eventually scuttled by Director Helms, who viewed the effort as a potential breach of operational secu­rity. In 1967, however, when the CIA's role on American campuses was under close scrutiny because of the embarrassing National Student Association revelations, Helms asked his staff to find out just how many university personnel were under se­cret contract to the CIA. After a few days of investigation, se­nior CIA officers reported back that they could not find the an­swer. Helms immediately ordered a full study of the situation, and after more than a month of searching records all over the agency, a report was handed in to Helms listing hundreds of professors and administrators on over a hundred campuses. But the staff officers who compiled the report knew that their work was incomplete. Within weeks, another campus connection was exposed in the press. The contact was not on the list that had been compiled for the director.

UNCOUNTABLE: PLANES and PEOPLE

Just as difficult as adding up the number of agency con­tractees is the task of figuring out how many people work for its proprietaries. CIA headquarters, for instance, has never been able to compute exactly the number of planes flown by the air­lines it owns, and personnel figures for the proprietaries are similarly imprecise. An agency holding company, the Pacific Corporation, including Air America and Air Asia, alone ac­counts for almost 20,000 people, more than the entire workforce of the parent CIA. For years this vast activity was dominated and controlled by one contract agent, George Doole, who later was elevated to the rank of a career officer. Even then his op­eration was supervised, part time, by only a single senior officer who lamented that he did not know "what the hell was going on".

Well aware that the agency is two or three (or more) times as large as it appears to be, the CIA's leadership has consistently sought to downplay its size. During the directorship of Richard Helms, when the agency had a career-personnel ceiling of 18,000, CIA administrative officers were careful to hold the employee totals to 200 to 300 people below the authorized com­plement. Even at the height of the Vietnamwwar, while most national-security agencies were increasing their number of em­ployees, the CIA handled its increased needs through secret contracts, thus giving a deceptive impression of personnel lean­ness. Other bureaucratic gambits were in a similar way to keep the agency below the 18,000 ceiling. Senior officers were often rehired on contract immediately after they retired and started to draw government pensions. Overseas, agency wives were often put on contract to perform secretarial duties.

PROPRIETARY COMPANIES OUTGROW CONTROL

Just as the personnel figure is deceptive, so does the budget figure not account for a great part of the CIA's campaign chest. The agency's proprietaries are often money-making enterprises and thus provide "free" services to the parent organization. The prime examples of this phenomenon are the airlines (Air America, Air Asia, and others) organized under the CIA holding company, the Pacific Corporation, which has grown bigger than the CIA itself by conducting as much private business as possi­ble and continually reinvesting the profits. These companies generate revenues in the tens of millions of dollars each year, but the figures are imprecise because detailed accounting of their activities is not normally required by agency bookkeepers. For all practical purposes, the proprietaries conduct their own financial affairs with a minimum of oversight from CIA head­quarters. Only when a proprietary is in need of funds for, say, expansion of its fleet of planes does it request agency money. Otherwise, it is free to use its profits in any way it sees fit. In this atmosphere, the proprietaries tend to take on lives of their own, and several have grown too big and too independent to be either controlled from or dissolved by headquarters.

A MULTI-BILLION DOLLAR CONGLOMERATE WITH
BUDGETARY BLACK HOLES

Similarly, the CIA's annual budget does not show the Pen­tagon's annual contribution to the agency, amounting to hun­dreds of millions of dollars, to fund certain major technical espi­onage programs and some particularly expensive clandestine ac­tivities. For example, the CIA's Science and Technology Di­rectorate has an annual budget of only a little more than $100 million, but it actually spends well over $500 million a year. The difference is funded largely by the Air Force, which un­derwrites the national overhead-reconnaissance effort for the entire U.S. intelligence community. [H: Note also that under "Black Budget" fundings there is no accounting for money in or out. It simply becomes a black hole and any project which needs more funding in secret--is simply labeled "Black this or that" and funds are shifted or acquired through any resource desirable--as in drugs, hostages, arms dealing, etc.] Moreover, the Clandestine Services waged a "secret" war in Laos for more than a decade at an annual cost to the government of approximately $500 million. Yet, the CIA itself financed less than 10 percent of this amount each year. The bulk of the ex­pense was paid for by other federal agencies, mostly the Defense Department but also the Agency for International Devel­opment.

Fully aware of these additional sources of revenue, the CIA's chief of planning and programming reverently observed a few years ago that the director does not operate a mere multimillion-dollar agency but actually runs a multibillion-dollar conglomer­ate--with virtually no outside oversight.

HIDDEN SURPLUSES

In terms of financial assets, the CIA is not only more affluent than its official annual budget reflects, it is one of the few fed­eral agencies that have no shortage of funds. In fact, the CIA has more money to spend than it needs. Since its creation in 1947, the agency has ended almost every fiscal year with a sur­plus--which it takes great pains to hide from possible discovery by the Office of Management and Budget (OMB) or by the con­gressional oversight subcommittees. The risk of discovery is not high, however, since both the OMB and the subcommittees are usually friendly and indulgent when dealing with the CIA. Yet, each year the agency's bookkeepers, at the direction of the organization's top leadership, transfer the excess funds to the accounts of the CIA's major components with the understanding that the money will be kept available if requested by the direc­tor's office. This practice of squirreling away these extra dol­lars would seem particularly unnecessary because the agency always has some $50 to $100 million on call for unanticipated costs in a special account called the Director's Contingency Fund.

"WITHOUT REGARD TO PROVISIONS OF LAW"

The Director's Contingency Fund was authorized by a piece of legislation which is unique in the American system. Under the Central Intelligence Agency Act of 1949, the Director of Central Intelligence (DCI) was granted the privilege of expend­ing funds "without regard to the provisions of law and regula­tions relating to the expenditure of Government funds; and for objects of confidential, extraordinary, or emergency nature such expenditures to be accounted for solely on the certificate of the Director..." In the past, the Fund

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But there have been times when the fund has been used for the highly questionable purpose of paying expenses in­curred by other agencies of the government. [H: Are all of you feeling wonderfully calm and secure knowing that Gates is running around in the Middle East making deals and threats in your behalf--right NOW? WITH UNLIIVIITED FUNDS-YOURS!!!]

CIA DID WHAT DEFENSE SECRETARY
COULDN'T DO

In 1967 Secretary of Defense Robert McNamara promised Norwegian officials that the U.S. government would provide them with some new air-defense equipment costing several mil­lion dollars. McNamara subsequently learned the equipment was not available to the Pentagon's inventories and would have to be specially purchased for delivery to Norway. He was also informed that, because of the high cost of the Vietnam war (for which the Defense Department was then seeking a supplemental appropriation from Congress), funds to procure the air-defense equipment were not immediately at hand. Further complications arose from the fact that the Secretary was then engaged in a dis­agreement with some members of Congress over the issue of foreign military aid. It was therefore decided not to openly re­quest the funds for the small but potentially sticky commitment to the Norwegians. Instead the Pentagon asked the CIA (with White House approval) to supply the money needed for the purchase of air-defense equipment. The funds were se­cretly transferred to the Defense

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PICKING UP LBJ'S TAB ON THE SLY

That same year President Johnson traveled to Punta del Este, a posh resort in Uruguay, for a meeting of the Organization of American States. He entertained the attending foreign leaders in a lavish manner which he apparently thought befitted the Presi­dent of the United States, and he freely dispensed expensive gifts and souvenirs. In the process, LBJ greatly exceeded the representational allowance that the State Department had set aside for the conference. When the department found itself in the embarrassing position of being unable to cover the Presi­dent's bills because of its tight budget (due in part to the economies LBJ had been demanding of the federal bureaucracy to help pay for the war in Vietnam), it was reluctant to seek additional funds from Congress. Representative John Rooney of Brooklyn, who almost singlehandedly controlled State's appro­priations, had for years been a strong critic of representational funds (called the "booze allowance") for America's diplomats. Rather than face Rooney's wrath, State turned to the CIA, and the Director's Contingency Fund was used to pay for the Presi­dent's fling at Punta del Este. [H: Still think that Johnson, Bush and cohorts didn't have anything to do with the death of JFK? People, you are going to wake up or you are going down fast in the plans they have set for you now that they got away with everything so far.]

For some reason--perhaps because of the general view in the CIA that its operations are above the law--the agency has tended to play fiscal games that other government departments would not dare engage in. One example concerns the agency's use of its employee retirement fund, certain agent and contract-person­nel escrow accounts, and the CIA credit union's capital, to play the stock market. With the approval of the top CIA leadership, a small group of senior agency officers has for years secretly supervised the management of these funds and invested them in stocks, hoping to turn a greater profit than normally would be earned through the Treasury Department's traditionally low-in­terest but safe bank deposits and bond issues. Originally, the investment group, consisting of CIA economists and lawyers, dealt with an established Boston brokerage house which made the final investment decisions. But several years ago the Boston brokers proved too conservative to suit the agency investors, some of whom were making fatter profits with their personal portfolios. The CIA group decided it could do much better by picking its own stocks, so the brokerage house was reduced to doing only the actual stock trading (still with a handsome com­mission, of course). Within a matter of months the agency in­vestors were earning bigger profits than ever before. Presum­ably, the gains were plowed back into the retirement, escrow, and credit-union funds. [H: This makes Keating look like small potatoes! Just think, most of the ones in the plans in the first place are assumed names, unlisted and what re­course would there ever be for any kind of recovery of re­tirement funds if the ones in charge either changed their minds about paying or, in fact, lost every last cent. There, further, was no way to check on the amount of private pocketing of any funds.] The investment practices of the CIA group in companies with overseas holdings open up some inter­esting questions about "insider" information. Would the CIA group have sold Anaconda Copper short in 1970 when the agency realized that its covert efforts to prevent Salvador Al­lende from assuming the Presidency of Chile had failed? Or in 1973, when Director James Schlesinger decided to allow William Broe, the former chief of the Clandestine Services' Western Hemisphere Division, to testify before the Senate For­eign Relations Committee and describe ITT's role in trying to provoke CIA action against Allende, might the investment group not have been tempted to dump its ITT stock (if it had any)?

It is time for a rest break for lunch. Thank you. We will con­tinue with the subject at this point when we again pen.

PJ 44

CHAPTER 10

REC #3 HATONN

SUN., FEBRUARY 9, 1992 3:49 P.M. YEAR 5, DAY 176

SUNDAY FEBRUARY 9 1992

Please continue to keep in mind that the original document from which the text herein is utilized, was brought to the public in 1974. The names will be familiar to most of you as recent disclosures come forth, i.e., "JFK" and other of our own writings of disclosure. However, at this time I do not wish to take time to bring each player or counterpart into your attention. I have done so already in many of the prior JOURNALS and LIBERATORS so please be patient and we will get it all updated after we have laid the foundation in sequence, more easily making sense of the whole. Thank you.

CONT' D: CIA AND INTELLIGENCE COMMUNITY

INVESTIGATION OF CIA FINANCES (ALMOST),

In 1968, Senator Richard Russell of Georgia, then the Chairman of the Senate Joint Subcommittee for overseeing the CIA's activities, privately informed Director Helms that because of increasing skepticism among certain Senators about the agency operations, it probably would be a good idea for the CIA to arrange to have its financial procedures reviewed by an independent authority. Thus, in Russell's view, potential Senate critics who might be considering making an issue of the agency's special fiscal privileges would be undercut in advance. Senator Russell suggested the names of a few private individuals who might be willing to undertake such a task on behalf of the CIA. After conferring with his senior officers, Helms chose to ask Wilfred McNeil, at that time the president of Grace Ship­ping Lines.

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to serve as the confidential reviewer of the agency's budgetary practices. McNeil, a former admiral and once comptroller for the Defense Department, was thought by Helms to be ideally suited, politically and otherwise, for the assignment.

McNeil accepted the task and soon came to CIA headquarters for a full briefing on the agency's most sensitive financial pro­cedures--including an account of the methods used for pur­chasing and laundering currency on the international black mar­ket. He was told of the CIA's new planning, programming, and budgeting system, modeled after the innovations Robert Mc­Namara had introduced at the Defense Department. Agency ex­perts explained to McNeil how funds for new operations were authorized within the agency. He learned that the agency main­tained a sliding-scale system for the approval of new projects or the periodic renewal of ongoing ones; that espionage operations costing up to $10,000 could be okayed by operators in the field, and that progressively more expensive operations necessitated branch, division, and Clandestine Services chief approval until, finally, operations costing over $100,000 were authorized personally by the Director. McNeil also was briefed on the agency's internal auditing system to prevent field operatives from misusing secret funds.

McNeil's reaction to his long and detailed briefing was to ex­press surprise at the scope of the CIA's financial system and to praise the accounting practices used. When asked where and when he would like to begin his work in depth, he politely de­murred and departed--never to return. A month or so later a CIA officer working in the Director's office learned that McNeil had had certain misgivings about the project and had sought the advice of former agency Director William Raborn, who had his own doubts about the reliability of the CIA's top career officers. Raborn had apparently discouraged McNeil from becoming in­volved in such a review. But as far as the CIA was concerned, Senator Russell's request for an independent audit had been car­ried out, since the agency's fiscal practices had been looked over by a qualified outsider and found to be in no need of im­provement. The whole matter was then dropped.

THE FOUR FINANCIAL DIRECTORATES OF CIA

The CIA is neatly organized into five district parts, a rela­tively small office of the Director and four functional direc­torates, the largest of which is the Directorate of Operations (known inside the agency as the Clandestine Services). The ex­ecutive suite houses the CIA's only two political appointees, the Director of Central Intelligence (DCI) and the Deputy Director (DDCI), and their immediate staffs. Included organizationally, but not physically, in the Office of the Director are two compo­nents that assist the DCI in his role as head of the U.S. in­telligence community. One is a small group of senior analysts, drawn from the CIA and the other agencies of the community, which prepares the "blue books", or National Intelligence Esti­mates, on such subjects as Soviet strategic defense capabilities, Chinese long-range missile developments, and political outlook for Chile. These senior analysts are called National Intelligence Officers (and sometimes "the Wise Men" by their colleagues within the community). The group has replaced the Board of National Estimates, which was a larger and more formalized body of senior officers who oversaw the preparation of national estimates. The other is the Intelligence Resources Advisory Committee, a group created in 1971, which provides staff as­sistance to the Director in his efforts to manage and streamline the $6-billion intelligence community. [H: I believe it can now become more apparent to you that it will be all but impossi­ble to dismantle the CIA in the manner suggested in recent political circles--the myriads of finger operations precludes even locating them all. It also must become apparent how easy it would have been to find ones to commit an assassina­tion against one who was going to "scatter the CIA to the winds" as promised by Kennedy. When the jackal's tail wags the beast it is difficult to regain control.]

The Intelligence Resources Advisory Committee, long a dream of those officers who believe the U.S. intelligence com­munity to be too big and inefficient, has thus far proven to be something of a nightmare. Instead of eliminating wasteful and redundant activities within U.S. intelligence, it has been turned into a vehicle for the military intelligence agencies to justify and expand their already overly ambitious collection programs. Likewise, the recent revamping of the Board of National Esti­mates, under present Director William Colby, has been char­acterized by some experienced hands as "a sellout" to Pentagon power, caused in part by the political pressures of HENRY KISSINGER's National Security Council staff. Under Colby, the board has been greatly reduced in both prestige and inde­pendence, and has been brought under the stifling influence of military men whose first allegiance is to their parent services rather than to the production of objective, balanced intelligence assessments for the policy-makers.

INTERNAL SECRECY

The other components of the Office of the Director include those traditionally found in governmental bureaucracies: press officers, congressional liaison, legal counsel, and so on. Only two merit special note: the Cable Secretariat and the Historical Staff. The former was established in 1950 at the insistence of the Director, General Walter Bedell Smith. When Smith, an experienced military staff officer, learned that agency communi­cations, especially those between headquarters and the covert field stations and bases, were controlled by the Clandestine Ser­vices, he immediately demanded a change in the system. "The operators are not going to decide what secret information I will see or not see," he is reported to have said. Thus, the Cable Secretariat, or message center, was put under the Director's immediate authority. Since then, however, the operators have found other ways, when it is thought necessary, of keeping their most sensitive communications from going outside the Clandes­tine Services.

"SUBTLE" CENSORSHIP OF RETIREES

The Historical Staff represents one of the CIA's more clever attempts to maintain the secrecy on which the organization thrives. Several years ago the agency began to invite retiring officers to spend an additional year or two with the agency--on contract, at regular pay--writing their official memoirs. The product of their effort is, of course, highly classified and tightly restricted. In the agency's eyes, this is far better than having former officers openly publish what really happened during their careers with the CIA.

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THE CLANDESTINE SERVICES

The largest of the agency's four directorates in the Direc­torate of Operations, or the Clandestine Services, which has about 6,000 professionals and clericals. The ratio between professionals, mostly operations officers, and clericals, largely secretaries, is roughly two to one. Approximately 45 percent of the Clandestine Services personnel is stationed overseas, the vast majority using official cover--i.e., posing as representatives of the State or Defense Department. About two out of three of the people in the Clandestine Services are engaged in general intelli­gence activities--liaison, espionage, and counterespionage--the remainder concentrating on various forms of covert action. Yet despite the smaller number of personnel working on covert action, these interventions in the internal affairs of other coun­tries cost about half again as much as spying and counterspying ($260 million v. $180 million annually). [H: This of course, has rocketed upward since this writing. I'm sure you ones had no idea of that which you pay for. Actually you don't pay for it directly--money is borrowed from the Elite banks and you pay for the privilege of being in debt for all genera­tions to come. The military becomes only a backup "gun fodder" group to do the bidding of these scoundrels working their horror in secret places--again, at your expense in every way imagined. For every action which makes it to the atten­tion of the public in any measure at all--there are hundreds of others of equal degradation and danger--under way. The point is to make sure you never find out about them. It be­comes easy as patriotism and yellow ribbons replace any ability to think for selves. For instance--what in all the world could one, Saddam Hussein, possibly do in a whole lifetime that had any impact on you in America in any way what-so-ever? As with all things, you fight another's battles, forfeit your children and pay for the whole ball of wax. When are you going to get enraged enough to clean up this mess of vipers?] The greater expense for covert action is ex­plained by the high costs of paying for paramilitary operations and subsidizing political parties, labor unions, and other inter­national groups.

The Clandestine Services is broken down into fifteen separate components, but its actual operating patterns do not follow the neat lines of an organizational chart. Exceptions are the rule. Certain clandestine activities which would seem to an outsider to be logically the responsibility of one component are often car­ried out by another--because of political sensitivity, because of an assumed need for even greater secrecy than usual, because of bureaucratic compartmentalization, or simply because things have always been done that way.

The bulk of the Clandestine Services' personnel, about 4,800 people, work in the so-called area divisions, both at headquar­ters and overseas. These divisions correspond roughly to the State Department's geographic bureaus--a logical breakdown, since most CIA operators in foreign countries work under State cover. The largest area division is the Far East (with about 1,500 people), followed in order of descending size by Europe (Western Europe only), Western Hemisphere (Latin America plus Canada), Near East, Soviet bloc (Eastern Europe), and Africa (with only 300 staff). The chain of command goes from the head of the Clandestine Services to the chiefs of the area di­visions, then overseas to the chiefs of stations (COS) and their chiefs of bases (COB).

The CIA's stations and bases around the world serve as the principal headquarters of covert activity in the country in which each is located. The station is usually housed in the U.S. Em­bassy in the capital city, while bases are in other major cities or sometimes on American or foreign military bases. For example, in West Germany, the CIA's largest site for operations, the sta­tion is located in Bonn; the chief of stations is on the staff of the American ambassador. There are subordinate bases in (**DELETED**) and a few other cities, along with several bases under American military cover scattered throughout the German countryside.

DOMESTIC U.S. OPERATIONS "MYSTERIOUS"

The Domestic Operations Division of Clandestine Services is, in essence, an area division, but it conducts its mysterious clan­destine activities in the United States, not overseas. It's chief--like the other area-division chiefs, the civilian equivalent of a two or three-star general--works out of an office in downtown Washington, within two blocks of the White House. Under the Washington station are bases located in other major American cities.

Also in the Clandestine Services are three staffs, Foreign In­telligence (espionage), Counterintelligence (counterespionage), and Covert Action, which oversee operational policy in their re­spective specialties and provide assistance to the area divisions and the field elements. For instance, in an operation to plant a slanted news story in a Chilean newspaper, propaganda experts on the Covert Action Staff might devise an article in cooperation with the Chilean desk of the Western Hemisphere Division. A CIA proprietary, like (**DELETED**) might be used to write and transmit the story to Chile so it would not be directly at­tributable to the agency, and then a clandestine operator working out of the American Embassy in Santiago might work through one of his penetration agents in the local press to ensure that the article is reprinted. While most CIA operations abroad are car­ried out through the area division, the operational staffs, partic­ularly the Covert Action Staff, also conduct independent activi­ties.

The Special Operations Division is something of a hybrid between the area divisions and the operational staffs. Its main function is to provide the assets for paramilitary operations, largely the contracted manpower (mercenaries or military men on loan), the materiel, and the expertise to get the job done. Its operations, however, are organizationally under the station chief in the country where they are located.

TECH SERVICES: JUST LIKE 007

The remaining three components of the Clandestine Services provide technical assistance to the operational components. These three are: the Missions and Programs Staff, which does much of the bureaucratic planning and budgeting for the Clan­destine Services and which writes up the justification for covert operations submitted for approval to the 40 committee; the Operational Services Division, which among other things sets up cover arrangements for clandestine officers; and the Technical Services Division, which produces in its own laboratories the gimmicks of the spy trade--the disguises, miniature cameras, tape recorders, secret writing kits, and the like. [H: How many operations ever get finished do you suppose? Can there pos­sibly be any goal important enough to end an individual job or adventure? Come now, chelas, would YOU work your­self out of an exciting and wondrously paid job without su­pervision? This is James Bond superliving! Can you imag­ine that any "PEACE" would be worthy of giving up a single operative officer or operation?]

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RENAMING BRANCHES-SOUND FAMILIAR?

The Directorate of Management and Services (formerly the Directorate of Support) [H: Note the frequent and regular re­naming of branches and operations. They are being changed even more rapidly today than even a decade ago so many of the branches of which we speak herein will have since been relabeled some four or five times depending on level of importance and power.] is the CIA's administrative and housekeeping part. However, most of its budget and per­sonnel is devoted to assisting the Clandestine Services in car­rying out covert operations. (This directorate is sometimes re­ferred to within the agency as the Clandestine Services' "slave" directorate.) Various forms of support are also provided to the Directorate of Intelligence and the Directorate of Science and Technology, but the needs of these two components for anything beyond routine administrative tasks are generally minimal. Covert operations, however, require a large support effort, and the M&S Directorate, in addition to providing normal adminis­trative assistance, contributes in such areas as communications, logistics, and training.

BLACK MARKET MONEY DEALS

The M&S Directorate's Office of Finance, for example, maintains field units in Hong Kong, Beirut, Buenos Aires, and Geneva with easy access to the international money mar­kets. The Office of Finance tries to keep a ready inventory of the world's currencies on hand for future clandestine operations. Many of the purchases are made in illegal black markets where certain currencies are available at bargain rates. In some in­stances, most notably in the case of the South Vietnamese pi­aster, black-market purchases of a single currency amount to millions of dollars a year.

SHADES OF KOL NIDRE

The Office of Security provides physical protection for clan­destine installations at home and abroad and conducts polygraph (lie detector) tests for all CIA employees and contract personnel and most foreign agents. [H: I want it herein noted before we go further--that CIA personnel and especially agents in Covert Operations such as Oliver North, are required to be able to pass any type of lie detector testing device. In other words, the major training of CIA personnel is to LIE. They become most proficient at it as you can see from ones such as Gordon Liddy who is able to become totally "blank" in all situations and North who looks like an Angel on a mission of mercy, touched only by love and compassion. This is lying at its epitome of perfection and use. The more proficient "players" actually have convinced themselves that they rep­resent that which they tout.] The Office of Medical Services heals the sicknesses and illnesses (both mental and physical) of CIA personnel by providing "cleared" psychiatrists and physicians to treat agency officers; analyzes prospective and already recruited agents; and prepares "psychological profiles" of for­eign leaders (and once, in 1971, at the request of the Watergate "plumbers", did a profile of Daniel Ellsberg). The Office of Logistics operates the agency's weapons and other warehouses in the United States and overseas, supplies normal office equip­ment and household furniture, as well as the more esoteric clan­destine materiel to foreign stations and bases, and performs other housekeeping chores. The Office of Communications, employing over 40 percent of the Directorate of Management and Service's more than 5,000 career employees, maintains facilities for secret communications between CIA headquarters and the hundreds of stations and bases overseas. It also pro­vides the same services, on a reimbursable basis, for the State Department and most of its embassies and consulates. The Of­fice of Training operates the agency's training facilities at many locations around the United States, and a few overseas. (The Office of Communications, however, runs

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The Office of Personnel handles the recruitment and record-keeping for the CIA's career personnel.

Support functions are often vital for successful conduct of covert operations, and a good support officer, like a good supply sergeant in an army, is indispensable to a CIA station or base. Once a station chief has found the right support officer, one who can provide everything from housekeeping to operational sup­port, the two will often form a professional alliance and stay to­gether as they move from post to post during their careers. In some instances the senior support officer may even serve as the de facto second-in-command because of this close relationship with the chief.

KEY PERSONNEL NOT AS PRESENTED PUBLICLY

Together, the Clandestine Services and the Directorate for Management and Services constitute an agency within an agency. These two components, like the largest and most dangerous part of an iceberg, float along virtually unseen. Their missions, methods, and personnel are quite different from those of the CIA's other two directorates which account for only less than a third of the agency's budget and manpower. Yet the CIA--and particularly former Director Richard Helms--has tried to convince the American public that the analysts and techni­cians of the Directorates for Intelligence and Science and Tech­nology, the clean white tip of the CIA iceberg, are the agency's key personnel.

* * *

Dharma, thank you for the extra hours of writing today. It is necessary for we have so little time to get this forth into the public hands. With this type of police force at the beck and call of the President--and the Congress in the total control of the Zionists--you ones of the citizenry are at great disadvantage.

I suggest as reading material to accompany this outlay of infor­mation, are Stockwell's IN SEARCH OF ENEMIES and Ostro­vsky's BY WAY OF DECEPTION. You must understand that you are no longer (and haven't for a very long time) dealing with a nice bunch of American kids off playing James Bond. You are now within a functioning international intelligence ter­rorist organization which will function in service to the United Nations World Order Government which in turn is, and will be, run by the Committee of 300 World Elite.

I suggest we close now, Dharma, so that you are not late for your appointment. I bid you good evening and blessings rest upon you all, of our beloved brotherhood in Lighted Service. I realize it is as difficult for you of our workers to face this in­formation as for any reader at random choosing. It is necessary for all of you to see and know.

Salu, Hatonn to clear.

[wave]

PJ 44

CHAPTER 11

REC #1 HATONN

MON., FEBRUARY 10, 1992 8:58 A.M. YEAR 5, DAY 177

MONDAY, FEBRUARY 10, 1992

TODAY'S WATCH

The rain and sun both fall on those who are just and upon those who are unjust. Each shall feel the tooth of the viper's strike for long since has man learned to manipulate that which was once the Mother's to cycle. However, I, Hatonn, am here to re­mind you that in the fields two might stand or work beside the other--one shall be taken and the other shall be left. Will YOU be left? So be it.

You are most capable of seeing that which lies 'neath the news of the day. The "Big One" of the season is "The Unified" and "The Unification". Now what ever might that mean? I believe as you watch the term in its application (especially in the Olympic Games broadcasts), it represents this new Soviet Commonwealth bearing a "proper" name without any meaning whatsoever. The term is a verb which means "in unison". It can mean nothing because it is NOT a noun and neither is there any unification among the states involved. However, to get as­sistance the people must relinquish all rights to choice--even as the youngsters in France competing for winter games. The plans are as subtle as the sneaking scorpion which waits beneath the rocks for the unsuspecting victim.

GLOBALISM

With each writing we are drawn back to the point in focus as the evil planners bring down the shroud. It is called "Globalism" but it is as deadly as the viper's bite.

To solve a problem, however, it must be understood clearly. And to understand it, you must open your eyes and ears and hearts to the fact that the problem exists, and that it is gnawing at all you hold precious. As I write of the CIA, for instance, I see the thrust from you ones who say--"...get on with the prob­lem, we don't want to hear about the CIA." The CIA is a part of the octopus which will orchestrate the integration of itself and all police enforcement groups within the Global monster--headed ultimately by the Elite Committee of 300. Without this informa­tion you miss the most important branch of terror which will come down on you. Knowledge is all that can give you assets enough to know where to stand.

I am left alone in my work more and more these days, because the Planners perceive that you are now trapped and it be­comes easier if you KNOW what you are going to do. It never occurs to them longer that you CAN DO SOME­THING ABOUT YOUR PLIGHT. So be it.

Are YOU a part of the problem--or a part of the solution? We shall see. Are you willing to become a part of that in­struction mandate of James 1:22, and become doers of the word, and not hearers only? Do you accept the admonition of James 2:26 that faith without works is dead? This is from that wondrous book you continue to throw in my face. I never was among the ones who misunderstood the book.

We do not speak of some abstract contrivance of rhetoric. This is real, and it is rapidly digesting and expanding under the mes­merizing auspices and direction of politicians and religionists. Well, chelas, both this Globalism and humanism can, and must, be countered by a genuine return to what were once called "American patriotism and principles", and by the joining to­gether (unification) of one nation, UNDER GOD, in a moral re­vival across your land and thence around the world.

WHY PUSH ON?

But why does Hatonn continue to push and pour forth information when so many discount and deny? Because as long as there is ONE who seeks--so shall he be given into the finding. God sends us with this dictum: "My people are destroyed for lack of knowledge." And you have had that input for generations upon generations--since Hosea 4:6.

Surprisingly enough, most ones who act as globalists are totally convinced that what they are doing is for the eventual salvation of mankind and the planet Earth. The great strength they pos­sess is that the general public in your land does not even know that they exist. And because of the mammoth level of deceit and subterfuge the ordinary person fails to comprehend the ability to deceive to this extent.

THE GOAL: GLOBAL CONTROL

The objective, simply put, is control. Although the desire to rule the world is not a new ambition, the control sought by this present generation of global imperialists is more than gov­ernment, wealth and resources. They control these already. What the globalists want in order to complete their plan is con­trol of population. They fully intend to simply remove the over­population to suit themselves and their own needs.

Their objective of global control is most easy to discern, but its implementation is complex and convoluted. The CIA structure is a very good example of the hidden but unlimited resources available to them through you. It is mind-boggling for ordinary "Man" when he attempts to unravel it--truly a "tangled web" of deception. Their control of population is in their ability to man­age the very thoughts and behavior of the masses: the key being consensus; the motivation, survival.

If the struggle were simply a physical one, you could identify your enemy more readily and recognize the dangers coming against you. Like the serpent in the garden, the sophistication and refinement of the psychological weaponry are so subtle that you are now in the final stages of the conflict with only a very few awakening to the conflict's existence. Most of these still too sleepy to comprehend the danger already upon and devour­ing you.

As a measure of the effectiveness of these new techniques you need only recall the unfenced concentration camps during the Korean and Vietnam conflicts. Due to psychological intimida­tion the captured American military did not try to escape. Are you even aware of this, America? Where would these prisoners go? Even your own United States military and/or government would not come to rescue them--2,600 KNOWN PRISONERS still wait rotting in the prisons while the U.S. carries on its drug business without interruption. The same behavioral control ex­ists today, but everyone is a prisoner, the earth is the concentra­tion camp and the globalists are the stalag commandants.

CONCENTRATION CAMP EARTH

DID YOU HEAR ME? You are on Earth--trapped in their con­centration camp. WE are your only way off the place and they effort to see to it that you are too frightened of God Himself to allow possibilities to enter into your thoughts. WE ARE YOUR ONLY WAY OFF THE PLANET IN SAFETY OF TRANS­FER.

You see, your struggle is not against flesh and blood... (Ephesians 6:12 for you who read your "book".) The evil de­ceivers have captured, through spiritual methods, that which is ONLY of flesh and blood. Worse, you have helped him at ev­ery turn by getting rid of all messengers who bring Truth and otherwise effort to show you the facts of it.

In the past you ones "Under God" have always been too late with too little. You cannot afford that mistake this time. You are told all sorts of lies about God and you fail to longer KNOW GOD. You are incensed when I suggest that possibly He is an­gry at your foolishness. Well, I can promise you that God will patiently await some sign of intelligent life from you--each. If you ones want to preserve the right to live and worship freely and Americans want to retain a national identity, you must stop indulging yourselves in the luxury of fighting each other and di­rect your energies against the proven enemy.

There is much to be done and very little time in which to do it. If your nation of the United States (and America as a whole) falls, so falls the world for you are the only one left with a Con­stitution in enough purity to attend the Laws necessary to re­structure and grow, thus allowing the world to follow--for strength compounds when in service under God. If your nations fall, and the end is very, very near, there is no place else to go as you perceive it. You are bound to Earth as surely as within any prison of your choosing to example.

In-fighting has dissipated your energies and brought you to your present calamitous condition--that, and simply lack of "giving a damn"--it is far easier to wave yellow flags of cowardice. You are in total chaos and still the dissension continues and worsens. It is PLANNED that way! You are at a crossroads, people-of-­the-world.

YOUR WAY: GOD'S WAY

YOU ARE GOING TO BE ON THE LORD'S SIDE OR CON­TINUE DOING IT YOUR WAY--WHICH IS AND WILL LEAD TO ULTIMATE DISASTER.

So, we shall move right on along our path of giving informa­tion--WHERE YOU CAN SEE IT IN ACTION. At this point we are informing you about that wondrously exciting group called the CIA--which has shackled your nation--and now in­tegrates completely into the Global Elite's arsenal for wrapping you in the tangled web of the worst enemy the physical world can ever know--an evil adversary DEVOID of GOD! Call it by any cute name you wish--IT IS DEFINED AS HELL.

Let us take more time in outlaying the story in point so we can I move on, afterward, into solutions.

CIA AND THE INTELLIGENCE
COMMUNITY--CONTINUED

Dharma, no, we aren't going to use any explanation. It is too time consuming and it is assumed if ones wish to be informed they will have done some of their own homework. Just start writing, please, as I dictate. Thank you.

THE DIRECTORATE OF INTELLIGENCE

The Directorate of Intelligence, with some 3,500 employees, engages in two basic activities: first, the production of finished intelligence reports from the analysis of information (both classi­fied and unclassified); and second, the performance of certain services of common concern for the benefit of the whole intelli­gence community. Included in the latter category are the agency's various reference services (e.g., a huge computerized biographical library of foreign personalities, another on foreign factories, and so on); the Foreign Broadcasting Information Ser­vice (a worldwide radio and television monitoring system); and the National Photographic Interpretation Center (an organiza­tion, run in close cooperation with the Pentagon, which analyzes photographs taken from satellites and spy planes). About two thirds of the Intelligence Directorate's $70 million annual budget is devoted to carrying out these services of common concern for the government's entire national-security bureaucracy. Thus, the State and Defense Departments are spared the expense of maintaining duplicate facilities, receiving from the CIA finished intelligence in areas of interest to them. For example, when there is a shift in the Soviet leadership, or a new Chinese diplo­mat is posted to Washington, the Intelligence Directorate rou­tinely sends biographical information (usually classified "secret") on the personalities involved to the other government agencies. Similarly, the various State Department bureaus (along with selected American academicians and newspapers) regularly receive the agency's unclassified transcripts of foreign radio and television broadcasts.

Most of the rest of the Intelligence Directorate's assets are focused on political, economic, and strategic military research. The agency's specialists produce both current intelligence--re­ports and explanations on a daily basis of the world's breaking events--and long-range analysis of trends, potential crisis areas, and other matters of interest to the government's policy-makers. Turning out current intelligence reports is akin to publishing a newspaper, and in fact, the Intelligence Directorate puts out daily and weekly publications which, except for their high se­curity classifications, are similar to work done by the American press. These regular intelligence reports, along with special ones on topics like corruption in South Vietnam or the prospect for the Soviet wheat crop, are sent to hundreds of "consumers" in the federal government. The primary consumer, however, is the President, and he receives every morning a special publica­tion called the President's Daily Brief. In the Johnson Admin­istration these reports frequently contained, in addition to the normal intelligence fare, rather scandalous descriptions of the private lives of certain world leaders, always avidly read by the President. President Johnson's taste in intelligence was far from conventional. A former high State Department official tells of attending a meeting at the White House and then staying on for a talk with the President afterward. LBJ proceeded to play for him a tape recording (one of those presumably made by the FBI) of Martin Luther King in a most compromising situation.

The agency found, however, that in the Nixon Administration such items were not appreciated, and the tone of the daily report was changed. Even so, President Nixon and HENRY KISSINGER soon lost interest in reading the publication; the task was relegated to lower-ranking officials on the National Se­curity Council staff. [AT this time, Eagleburger's office and that of Scowcroft, the Mormon representative to the One World Government Order.]

* * *

THE SCIENCE AND TECHNOLOGY DIRECTORATE

The fourth and newest of the CIA's directorates, Science and Technology, also employs the smallest number of personnel, about 1,300 people. It carries out functions such as basic re­search and development, the operation of spy satellites, and in­telligence analysis in highly technical fields. In addition to these activities, it also handles the bulk of the agency's electronic data-processing (computer) work. While the S&T Directorate keeps abreast of and does research work in a wide variety of scientific fields, its most important successes have come in de­veloping technical espionage systems. The precursor of this di­rectorate was instrumental in the development of the U-2 and SR-71 spy planes. The S&T experts have also made several brilliant breakthroughs in the intelligence-satellite field. In the late 1950's, when Clandestine Services chief Richard Bissell en­couraged the technicians in their development of America's first photo-reconnaissance satellite, they produced a model which was still in use as late as 1971. And agency technicians have continued to make remarkable advances in the "state of the art". Today spy satellites, capable of producing photographs from space with less than (**DELETED**) resolution, lead all other collection means as a source of intelligence. The S&T Direc­torate has also been a leader in developing other technical espi­onage techniques, such as over-the-horizon radars, "stationary" satellites, and various other electronic information-gathering de­vices. [H: They also become most involved in placement of robotic entities--in coalition with the services which research biological life creation. Hold ever in your hearts that tech­nology was fully available in 1974 at the writing of this dis­sertation--how much more sophisticated might it be this day?]

The normal procedure has been for the S&T Directorate, us­ing both CIA and Pentagon funds, to work on a collection sys­tem through the research-and-development stage. Then, once the system is perfected, it is turned over to the Defense Depart­ment. In the case of a few particularly esoteric systems, the CIA has kept operational control, but the agency's S&T budget of about $120 million per year is simply not large enough to support many independent technical collection systems.

CIA technicians, for example, worked with Lockheed Air­craft at a secret site in Nevada to develop the A-11, probably the most potent airborne collection system ever to fly. In February 1964, before the plane became operational, President Johnson revealed its existence to the news media, describing it as a long-range Air Force interceptor. Five months later, at another news conference, the President disclosed that there was a second ver­sion of the aircraft, which he described as "an advanced strategic reconnaissance plane for military use, capable of worldwide reconnaissance". Three years after that, when the A-11, now the SR-71, was flying regularly, the program was turned over to the Air Force.

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TOO MANY PEOPLE

Any reasonable reviewer of the CIA, after surveying the de­ployment of agency funds and personnel and weighing these against the intelligence gains produced by the various direc­torates, would probably come to the same conclusion as did Richard Helms' temporary replacement as Director, James Schlesinger. On April 5, 1973, Schlesinger admitted to the Sen­ate Armed Forces Committee that "We have a problem...we just have too many people. It turns out to be too many people in the operational areas. These are the people who in the past served overseas.... Increasing emphasis is being placed on science and technology, and on intelligence judgments."

Schlesinger's words--and the fact that he was not a "house man" from the Clandestine Services--were auguries of hope to those many critics of the CIA who believe that it is overly preoccupied with the covert side of intelligence. But Schlesinger lasted only four months at the agency before he was named Secretary of Defense, and the changes he effected were generally confined to a 6-percent staff cut and an early-retire­ment program for certain superannuated employees. Schlesinger has been succeeded by William Colby--a man who had a highly successful career as a clandestine operator special­izing in "dirty tricks", and who can only be expected to maintain the Dulles-Helms policy of concentration on covert action.

At present (1974) the agency uses about two-thirds of its funds and its manpower for covert operations and their sup­port--proportions that have been held relatively constant for more than ten years. Thus, out of the agency's career work­force of roughly 16,500 people and yearly budget of about $750 million, 11,000 personnel and roughly $550 million are earmarked for the Clandestine Services and those activities of the Directorate of Management and Services (formerly the Directorate of Support), such as communications, logis­tics, and training, which contribute to covert activities. Only about 20 percent of the CIA's career employees (spending less than 10% of the budget) work on intelligence analysis and information processing. There is little reason, at present, to expect that things will change.

* * *

IMPORTANCE OF KNOWLEDGE RE: CIA

Let us pause at this point for some further explanation regarding our presentation of this material. Our early intent in the writing is to give you a working picture of the operations system, hi­erarchy and general "governmental" pecking order and who does what and how the budgets work. You will certainly find the figures outdated--but not the general organization charts. You will be aware--if you keep up with even the non-news--that much is voted in and out and covert/overt operations are fiddled with and then given open range to continue with more budget in ever more secrecy--having to answer to no one. We are talking here, about a multi-billion dollar expenditure annually. You see, for every project such as the SR-71 in Nevada--THERE ARE MORE AND BIGGER INSTALLATIONS AND GO­INGS-ON AT PLACES SUCH AS IN CALIFORNIA AS WE HAVE SHOWN YOU--WITH MASSIVE UNDERGROUND FACILITIES--ALSO RUN BY LOCKHEED.

What you must note, however, is the massive cutbacks in those industries such as Lockheed and Northrop, etc. What can that mean? It means that the Plans have been orchestrated and the symphony ready to begin and you need set-builders no longer.

OKLAHOMA INCIDENT

Dharma, we need to attend the latest plea for help from Okla­homa--but we will attend it properly.

You ones must understand that WE WRITE AND PUBLISH. All legal matters must be investigated fully--no one goes off in scattered directions. I can guarantee and promise that the situ­ation is more complicated than the simple arrest and confiscation of LIBERATORS AS IS PRESENTED TO THE OFFICE AT AMERICA WEST.

We are NOT the Constitutional Law Center and now I believe you can see WHY! Decisions of legality of actions must be left to the legal department who understands and knows the Consti­tutional LAWS. THERE IS MUCH, MUCH MORE IN­VOLVED IN THIS PARTICULAR CASE THAN IS MEET­ING THE EYES--AND YOU WILL NOT JEOPARDIZE OUR WORK AND THE SERVICE UNTO THE MILLIONS OF READERS--BY DOING FOOLISH THINGS CON­CERNING THE ONE WHO HAS MANY OTHER PROB­LEMS AS WELL.

The citizens in point have done the proper thing in making con­tact--however, we don't jump into the fire if the people them­selves built the bonfire. What else have these ones been doing? If lawbreaking and violence is a part of their habitual exercises, such as KKK, White Supremacy, Black Unity--or ADL in vio­lation of laws--then we have a real problem and God does not accept such counter-actions against that which is given in our work.

ALWAYS STRICTLY PROPER ACTIONS

OUR ONLY ADVOCATION OF ACTION IS WITHIN THE LAW AND WITHOUT VIOLENCE--ALWAYS WITHOUT VIOLENCE AND ALWAYS WITHIN THE LAWS! THE POINT OF THE RIGHTS UNDER THE CONSTITUTION ARE THE PROTECTION OF UNALIENABLE (INALIEN­ABLE) RIGHTS OF CITIZENS UNDER THAT CONSTITU­TION--HOWEVER, RIGHTS OF ALL OTHER CITIZENS MUST ALSO BE PROTECTED AS WELL. IF YOU SET YOUR RIGHTS ABOVE ANOTHER AND TAKE ACTIONS WHICH DAMAGE ANOTHER IN HIS RIGHTS--YOU ARE WRONG! WE DO NOT ADVOCATE VIOLENCE NOR EVEN DEMONSTRATIONS--WE ADVOCATE GETTING IN­FORMED AND CHANGING YOUR SYSTEM WITHIN THE LAWS OF THE CONSTITUTION--BY BALLOT NOT BULLETS NOR SANDBAGS. OURS IS NOT TO BE HERE TO SERVE HIDDEN AGENDAS OF MALCONTENTS, OVEREAGER WARRIORS WHO BREAK LAWS AND THOSE WHO WOULD CAUSE OUR TRUTH TO BE STOPPED BY GROSSLY ILL-BEHAVIOR. IF INDEED, THE FAULT IS ABSENT AND CAUSE FOR ACTION SOLELY ON THE BASIS OF INABILITY TO HAVE MATE­RIAL WHICH REPRESENTS FREEDOM OF SPEECH AND PRESS--THEN THE ADVERSARY SHALL SORELY WISH HE HAD NOT INTERFERED. IF THE ACTIONS OF THE ONES WHO ARE NOW REPRESENTATIVE OF THE "VICTIMS" ARE IN PURE INTENT OF SERVICES TO GOD WITHIN THE LAWS--SO SHALL GOD ATTEND THE PLIGHT. IF YOU ARE GIVEN TO ACT WITHOUT KNOWLEDGE OF ALL FACTS--YOU ARE NO BETTER THAN YOUR ENEMY.

Thank you for your attention. We shall return with more dis­cussion on the CIA: The Intelligence Community (as a whole).

Hatonn to stand-by so that I might do some investigations. Please attend my summons, Dharma.

Good morning.

PJ 44

CHAPTER 12

REC #2 HATONN

MON., FEB. 10, 1992 12:50 P.M. YEAR 5, DAY 177

MONDAY, FEBRUARY 10, 1992

As we again sit to pen, I would speak of the legal case brought into our attention just prior to lunch break this morning. I make no comment on validity of feasible involvement by the Law Center--I just want it to be pointed out that the case is far differ­ent than at first presented.

THE OKLAHOMA INCIDENT UPDATE

Among the facts somehow left out of the story in contact with me, was the situation (as now told to us, so still facts are not present) that the people were arrested by MANY officers who ransacked their dwelling and confiscated several things among which were LIBERATORS and/or PHOENIX JOURNALS. You will need no defense against the LIBERATORS and/or PHOENIX JOURNALS in anyone's possession. You still have the right to have publications received in your home. The best defense for having LIBERATORS is that they speak for them­selves. Believe me, chelas, if there were legal grounds to si­lence us--it would have been done prior to now and would not be done in a raid which could only present papers, books and newsletters. Already, facts seep out in this particular instance--for the story now goes that there was a third party who stayed with this couple and that person had less than an ounce of mari­juana and that had been tattled by some other person. I make no judgment or statement regarding the circumstance except that if there are broken laws, even good cases are jeopardized.

This is exactly WHY, however, this property is monitored con­stantly for possible set-ups. We have had to limit overnight guests and family members who do come, along with persons who frequent the dwelling--do not even bring beer or wine onto the premises. I do hope this will be insight to any who still feel it fine to tamper and mess around with illegal substances, by smoking or any other means--to NEVER come to our homes or businesses with ANY such substance on or near your person. Remember that even old clothing, coats, etc., having once car­ried the substances in point are still tattle-tales with electronic sniffers and dogs.

I REPEAT: WE ARE NOT EVEN IN CONSIDERATION FOR BREAKING OF THE LAWS FOR THE SURVEILLANCE TEAMS KNOW WE ARE NOT SUBVERSIVE NOR DO WE EVER SUGGEST ANYTHING ILLEGAL OR VIOLENT, AS I CAREFULLY COVERED PRIOR TO NOW. IT IS A NICE UNDERSTANDING WE HAVE WITH OUR ENEMY SO ANY WHO WOULD SET US UP MIGHT WELL FIND THEMSELVES THE TARGET OF THEIR OWN SO-CALLED ALLIES. BELIEVE ME, FRIENDS, THE AD­VERSARY DOES NOT WISH TO UPSET THE HOSTS BY BREAKING SOME OF THOSE UNDERSTOOD TREATIES. IF ANY OF YOU BREAK LAWS--IT IS NOT OF OUR SUGGESTION. THE LAW CENTER ATTORNEYS ARE IN TOUCH WITH THE LAWYER OF THE PEOPLE IN POINT TO SEE WHAT IS WORTHY OF INVOLVEMENT. IF FRAME-UP WAS PERPETRATED--THERE IS WHERE THE CASE LIES--NOT IN LIBERATORS or NORTHPOINT newsletters.

Let us continue right along with the CIA, please.

THE INTELLIGENCE COMMUNITY

Taken as a whole, U.S. intelligence is no longer made up of a small glamorous fraternity of adventurous bluebloods--men motivated by a sense of noblesse oblige who carry out daring undercover missions. That is the romantic myth without which there would be few spy novels, but it is not the substance of the modern intelligence profession. Today the vast majority of those in the spy business are faceless, desk-bound bureaucrats, far removed from the world of the secret agent. To be sure, the CIA still strives to keep alive such techniques as classical espionage and covert action, but its efforts have been dwarfed by the huge technical collection programs of other government in­telligence organizations--chiefly military agencies.

TEN SEPARATE COMPONENTS

In all, there are ten different components of the federal gov­ernment which concern themselves with the collection and/or analysis of foreign intelligence. These ten agencies, complete with their hundreds of subordinate commands, offices, and staffs, are commonly referred to as the "intelligence commu­nity". Operating silently in the shadows of the federal govern­ment, carefully obscured from public view and virtually immune to congressional oversight, the intelligence community every year spends over $6 billion and has a full-time workforce of more than 150,000 people. The bulk of this money and man­power is devoted to the collection of information through techni­cal means and the processing and analysis of that information. The intelligence community amasses data on all the world's countries, but the primary targets are the communist nations, es­pecially the Soviet Union and China, and the most sought-after information concerns their military capabilities and intentions.

[H: Let us just list the departments, half of which fall un­der the Department of Defense. The numbers are outdated in the chart so let it suffice to simply say that the major funding goes to the various Dept. of Defense agency depart­ments beginning with the National Security Agency, then Air Force Intelligence, Army and Navy Intelligence, and then the Defense Intelligence Agency. I would point out, how­ever, that it is through the Naval Intelligence Service that you have your most powerful players--i.e., the gold from Ft. Knox, among other places, was handled under the directions of Naval Intelligence. The Air Force Intelligence Service in­cludes the national Reconnaissance Office which gives the appearance of a more sizable budget.]

CIA HEAD "BIG CHIEF" OF ALL
U. S, INTELLIGENCE

The intelligence community's best-known member, the CIA, accounts for less than 15 percent of its total funds and person­nel. Despite the agency's comparatively small size, however, the head of the CIA is not only the number-one man in his own agency but, as a result of the National Security Act of 1947, is also the Director of Central Intelligence (DCI)--the titular chief of the entire intelligence community. [H: sic, sic--and you thought Bush was a wimp!] However, the community which the DCI supposedly oversees is made up of fiercely independent bureaucratic entities with little desire for outside supervision. All the members except the CIA are parts of much larger gov­ernmental departments, and they look to their parent agencies for guidance. [H: Now you can see why it became imperative to have Bush become President because most of these branches only answer to the President--AND THE PRESI­DENT ANSWERS TO HENRY KISSINGER AND SO ON UP TO THE HEAD OF THE COMMITTEE OF 300.] While all participants share the same profession and general aim of protecting the national security, the intelligence community has developed into an interlocking, overlapping maze of organiza­tions, each with its own goals. In the words of Admiral Rufus Taylor, former head of Naval Intelligence and former Deputy Director of the CIA, it most closely resembles a "tribal federa­tion".

BRITISH INTELLIGENCE REAL HEAD OF
U.S. INTELLIGENCE

The Director of Central Intelligence heads up several inter­agency groups which were created to aid him in the management and operation of the intelligence community. The DCI's two principal tools for managing intelligence are the Intelligence Re­sources Advisory Committee (IRAC) and the United States In­telligence Board (USIB). The IRAC's members include repre­sentatives from the State Department, Defense, the Office of Management and Budget, and the CIA itself. (Since the agency's Director chairs the group in his role as DCI, or head of the intelligence community, the CIA is also given a seat.) [H: I realize that you ones who read diligently and regularly are breathlessly waiting to see how the CIA, Mossad, KGB, etc., all hook in with Big Mommy--British Intelligence. I do not wish to get sidetracked herein but be assured--THEY DO SO. And--we shall get there.] IRAC was formed in November 1971, and it is supposed to prepare a consolidated budget for the whole community and generally assure that intel­ligence resources are used as efficiently as possible. However, it has not been in existence long enough for it to be judged at the writing of this book, especially since three different DCI's have already headed it. (By 1974)

The USIB' s main tasks are the issuance of National Intelli­gence Estimates and the setting of collection requirements and priorities. Under it are fifteen permanent inter-agency com­mittees and a variety of ad hoc groups for special problems. Working through these committees and groups, the USIB, among other things, lists the targets for American intelligence and the priority attached to each one*, coordinates within the intelligence community the estimates of future events and enemy strengths, controls the classification and security systems for most of the U.S. government, directs research in the various fields of technical intelligence, and decides what classified in­formation will be passed on to foreign friends and allies. **

* Although in a crisis situation, like the implementation of the Arab-Israeli cease-fire in 1970, HENRY KISSINGER or occa­sionally the President himself may set the standards. In the 1970 case

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INTERNATIONAL AGREEMENTS SECRET
FROM CONGRESS

**Intelligence reports are routinely provided to certain foreign countries, especially the English-speaking ones, on the basis of so-called intelligence agreements entered into by the DCI and his foreign equivalents. Although these agreements commit the United States government to a specified course of action en­forceable under international law, they are never submitted as treaties to the U.S. Senate. In fact, they are negotiated and put into force in complete secrecy, and no member of the Senate Foreign Relations Committee has ever seen one, even for infor­mational purposes.

The USIB meets every Thursday morning in a conference room on the seventh floor of CIA headquarters. At a typical meeting there are three or four subjects on the agenda, itself a classified document which the USIB secretariat circulates to each member a few days before the meeting. The first item of business is always the approval of the minutes of the last ses­sion; in the interest of security, the minutes are purposely made incomplete. Then the USIB turns to the Watch Report, which has been prepared earlier in the week by an inter-agency USIB committee responsible for keeping an eye out for any indication that armed conflict, particularly one which might threaten the United States or any of its allies, may break out anywhere in the world. A typical Watch Report might, in effect, say something like: War between the United States and the Soviet Union does not seem imminent this week, but the Soviets are going ahead with the development of their latest missile and have moved two new divisions into position along the Chinese border; North Vietnamese infiltration along the Ho Chi Minh Trail (as moni­tored by sensors and radio intercepts) indicates that the level of violence will probably rise in the northern half of South Viet­nam; and satellite photos of the Suez Canal (**DELETED**) point to a higher level of tension between Israel and Egypt.

Once the USIB gives its routine assent, the Watch Report is forwarded to the nation's top policy-makers, who normally do not even glance at it, since they know that everything in it of any consequence has already been distributed to them in other intelligence reports. If some apocalyptic sign that war might break out were ever picked up by any agency of the community, the President and his top aides would be notified immediately, and the USIB would not be consulted; but as long as nothing of particular note is occurring, every Thursday morning the USIB spends an average of about thirty seconds discussing the Watch Report (which actually takes several man-weeks to prepare) be­fore it is forwarded to the White House.

Next on the USIB agenda is the consideration and, almost always, the approval of the one or two National Intelligence Es­timates which have been completed that week. These estimates of enemy capabilities and future events are drafted in advance by the CIA's National Intelligence Officers and then coordinated at the staff level with the various USIB-member agencies. By the time the estimates come before the USIB itself, all differ­ences have normally been compromised in the inter-agency co­ordination meetings, or, failing in that accommodation, a dis­senting member has already prepared a footnote stating his agency's disagreement with the conclusions or text of the NIE.

INTERACTIONS REVEALING

Once the USIB has approved the estimates before it (now certified as the best judgments of the intelligence community on the particular subject), the board turns to any special items which all the members have the prerogative of placing on the agenda. One Thursday in 1969 the Chief of Naval Intelligence asked the USIB to reconsider a proposal, which had earlier been turned down at the USIB subcommittee level, to furnish the Brazilian navy with relatively advanced American cryptological equipment. Because of the sensitivity of U.S. codes and en­crypting devices, exports--even to friendly countries--need the USIB' s approval; the board turned down this particular request. At another meeting in 1970 the special discussion was on whether or not a very sophisticated satellite should be target against the (**DELETED**) part of the (**DELETED**) in­stead of (**DELETED**). The Air Force's request to (**DELETED**) its satellite came to the USIB under its re­sponsibility for setting intelligence-collection priorities; citing the great cost of the satellite and the possibility that the (**DELETED**) might lead to a malfunction, the USIB said no to the (**DELETED**). In another 1970 meeting the USIB considered a Pentagon proposal to lower the U.S. government research goals for the detection of underground nuclear explo­sions. Again the USIB said no. The Pentagon claimed that there was not enough money available in its budget to attain the level of detection on the Richter scale set forth in the USIB guidelines, and that relaxing the standard reflected this financial reality. The State Department argued that a changed goal might open the intelligence community to criticism on grounds that it had not done everything possible to achieve a comprehensive nuclear test ban--which would ultimately be dependent on both sides, being confident that cheating by the other party could be detected. DCI Helms sided with State. But the civilian victory was a hollow one, since there was no way the DCI could ensure that the Pentagon would indeed spend more money on seismic research in order to be able to meet the level of detection fixed by the USIB.

On occasion, when extremely sensitive matters are to be dis­cussed, the USIB goes into executive session--the practical ef­fect of which is that all staff members leave the room and no minutes at all are kept. The USIB operated in this atmosphere of total privacy, for instance, for a 1969 discussion of the Green Beret murder case and again in 1970 for a briefing of the Fitzhugh panel's recommendations on the reorganization of Pentagon intelligence. [H: We shall speak of this again in a minute.]

Under DCI Helms, most USIB meetings were finished within forty-five minutes. Since almost all of the substantive work had been taken care of in preparatory sessions at the staff level, the USIB rarely did anything more than ratify already determined decisions, and thus the board, the highest-level substantive committee of the U.S. intelligence community, had very little work to do on its own.

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Dharma, our assistance is required on another matter which may require several pages so we will plan to take up here at our next writing. Hatonn to standby while you open another document. Thank you.