VIEWS OF USIB COMMITTEE CHAIRMEN ON DIA RESPONSIVENESS AND EFFECTIVENESS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01676R000500040010-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 12, 2016
• Document Release Date: March 27, 2002
• Sequence Number: 10
• Publication Date: December 3, 1964
• Content Type: MF

C
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SUBJECT: Views of USIB Committee Chairmen on DIA
Responsiveness and Effectiveness
In connection with visit, I have talked to most 25X1
of the USIB committee chairmen. Their comments are covered in the
attachment.
The consensus seems to be that the DIA venture has worked out
all right from the point of view of these committees. In most cases the
competent people have been brought up fromthe Services to DIA. Through
all the comments runs the theme that DIA seems to have survived its
growing pains and that it is a pretty effective organization.
With one or two exceptions, there were no complaints about responsive-
ness. More than one person commented on the change for the better in this
connection in recent months.
The main dissents from the above consensus come from GMAI.C and
JAEIC and take somewhat different lines. In the case of GMAIC,
felt that DIA was pretty bad, while the Services retained competence.
didn't think this was a bad idea. Unfortunately, I was unable to cross
this with Duckett who was out of town. In the case of JAEIC,
He
check
who
is the alternate chairman and seems quite knowledgeable, felt that DIA at
present has no real analytical competence and that it is not organized as
well as it should be in this field. He feels, however, that these are bad
things and is taking steps to help DIA correct them. He also believes that
DIA's efforts to improve itself are having some results.
for the IDC felt that DLA was not helping much but he thought
this was more a case of personal competence than anything else.
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3 December 1964
Views of USIB Committee Chairmen on DIA Responsiveness and Effectiveness
COMOR (Reber, J
In the early days of I)IA, their representative was very inflexible,
obviously being an instructed delegate. This made the conduct of COMOR
business difficult. Some months ago the word seems to have been passed
through DIA -- it is believed by Carroll himself -- that this should be
corrected. Since then the DIA representatives have been cooperative and
ready to negotiate. The competence is pretty good, both at DIA and Service
levels. The COMOR management could not support any real criticism.
Documentation (Borel)
DIA has taken up most of the assets from the Services and is active
and responsive in the CODIB field. The representation from the Services
has fallen off in competence, largely because of transfers, although the
Services still take their role seriously. There has been some disagreement
between DIA. and others in the community in that DIA has wanted to emphasize
the machine aspects, i. e., computers, while the rest of CODIB wants to
carry on their work on a broader base. This is being worked on and hopefully
will be settled. On the whole, DIA should get good marks, after a slow start.
CCPC4
When Reynolds was on the Joint Staff there were jurisdictional problems
with DIA and considerable rigidity. Things now are much better and DIA
rates pretty well. thinks Carroll is particularly good and always
Since the establishment of DIA much of the Service competence in the
AE field has been lost. DIA. absorbed a few people but didn't get the good
ones, who went to industry and other assignments. DIA has begun steps to
rebuild competence, and has hired some good civilians and is trying to get
some good military personnel. However, since the dismantling of the Air
Force capability, there has been no real analytical competence in the military
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set-up. S&T is eager for DIA to achieve competence, and has actually
trained some of their people. At present there is no real cross check on
the S&T efforts and they think there should be. Organizationally the AE
people in DIA are split into at least three different areas, and the JAEIC
representative is divorced from direct analytical support. Chamberlain
and are discussing this with DIA and they believe some progress
will be made. (I offered the help of this staff as and if desirable, but we
agreed that this would be pretty premature now. ) The question of military
tours hurts competence.
GMAIC (Zellmer)
is not high on DIA, almost alone among the committees.
(He thought I should cross check this with Duckett but he was out of town this
week. ) I reels there is no technical competence in DIA, while the
Services do retain competence. DIA takes a management rather than a
technical role, and is dependent on the Services. From the CIA point of
view, there is difficulty in getting reports, pictures, etc., from DIA with
any de ree of promptness; the mechanics seem to be slow and cumbersome.
believes their intentions are better than their abilities. He thinks
that in this particular field it is just as well to have the competence in the
Services (a sort of divide and conquer view).
IDC
The Air Force and Army members are stronger than the DIA man.
This seems to be a question of competence of the individual rather than an
organizational matter. The Air Force and the Army, however, represent
their own parochial interests and do not coordinate with the DIA man, probably
because of his capabilities. The Navy has little interest. DIA's charter
seems to be vague on defectors and Army is perhaps even more so, although
they pursue what they perceive to be their lmerogativesvigorously.
EIC ;C..Guthe)
DIA does an excellent job at the parent committee level. The
representative was formerly with J-2 and is very good. DIA has provided
members rapidly to all subcommittees, and in many cases have taken over
the competmce of the Services. They respond promptly to all inquiries and
are most cooperative.
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Having said that, Guthe feels that DIA is not particularly competent
in this over-all field as compared to CIA (he concedes t1at because of the
basic nature of the economic problem, this would be true of any military
intelligence organization). In certain technical fields the quality is good
and it remains in the Services, where it undoubtedly should be, e. g.,
transportation, chemical, etc. Over-all, apart from these special service
technical groups the effectiveness varies pretty well with individuals.
Security (Osborn)
DIA is very effective: and has more expertise than the Services do.
The good people moved up from the Services. DIA provides a central point
for Security to deal with and. Osborn is pleased with the whole set-up.
NIS
This committee is of course different than the others in that they
preside over a joint production enterprise. DIA has absorbed almost all of
the Service responsibilities for inputs to NIS's. The Navy retains a little,
but the Army and Air Force are out of business in this connection. DIA took
over most of the people who were doing this work although some have been
rotated. thinks that the performance is about as it was before with no
major gains or losses. (I rather gathered that he is not overwhelmed by the
performance either before or after, although he was hard to pin down on this. )
Nobody knowledgeable about the SIC was available this week.
stand tlat Mr. Bross is getting the views of Kent on the BNE and of
on the Watch and SIGINT.
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