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494 GCHQ GOES GLOBAL<br />

carrying Cabinet rank. Britain was in the middle of another<br />

expenditure crisis, and Aitken's main task was to look for savings.<br />

One of the effects of the end of the Cold War had been to allow<br />

the Treasury to strip away a little of the mystery of secret services<br />

funding. For decades this had been grouped together as<br />

the 'Secret Vote' and decided upon by the Prime Minister. In<br />

1994 the Treasury managed to make some inroads here,<br />

requiring each agency chief to face bilateral discussions with<br />

the Chief Secretary like ordinary mortals. As a result, much<br />

more of Britain's carefully hidden intelligence spending became<br />

visible. At this point formal British intelligence spending was<br />

about £1.1 billion per year, of which GCHQ claimed the lion's<br />

share as ever, at £850 million. MI5 and SIS received the crumbs<br />

from under the table, at £125 million each. 19<br />

MI5 and SIS performed faultlessly in their meetings with<br />

Aitken. David Spedding, the new chief of SIS, was a Middle<br />

East expert and was at home in the post-Cold War environment.<br />

He explained how his networks of agents were a longterm<br />

business, and could not be rebuilt quickly in a crisis if they<br />

were cut back. Stella Rimington, Director General of MI5,<br />

together with her deputy, Stephen Lander, made a convincing<br />

case for protection of its budget focused on the IRA. They argued<br />

that while the Republicans were engaged in talks, they were<br />

also secretly re-arming, so MI5 too escaped lightly. Aitken<br />

confessed that he was 'actually convinced by some of the arguments<br />

against cuts put forward by the spooks'.<br />

By contrast, John Adye, leading the GCHQ team, performed<br />

badly. Initially GCHQ produced 'bewildering countermeasures'<br />

by moving into the stratosphere of 'technical incomprehensibility'.<br />

As Aitken studied the agency more closely, burning the<br />

ministerial midnight oil, he became convinced that there was<br />

something wrong. GCHQ, he concluded, was 'suffering from<br />

out-of-date methods of management and out-of date methods<br />

for assessing priorities'. There was undoubtedly great technical<br />

wizardry. GCHQ was monitoring communications between<br />

Russian tank commanders in Chechnya - but what, asked

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