SIC EVALUATION OF DIA

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP80B01676R000500040005-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 2
• Document Creation Date: December 12, 2016
• Document Release Date: March 27, 2002
• Sequence Number: 5
• Content Type: MF

Approved For Release 2002/05/094: t1 ARDP80BO1676R000500040005-0
MEMORANDUM FOR: Deputy Director of Central Intelligence
for National Intelligence Programs
Evaluation
SUBJECT: SIC Evaluation of DIA
REFERENCE: DD/S&T Memorandum, Same Subject, dated
10 December 1964
1. The format:Lon of DIA in 1961 led to the usual
confusion at the working level and a lapse in production
of considerable duration while the Agency organized. The
minor role given to S&T at first was gradually expanded
until in 1964 the equivalent of a directorate for S&T was
formed. In the SIC this meant at first little more than
having an additional member, the Service members retaining
their vote and contributing directly to the Committee as
previously. As the SIC generally operates informally, with
few "votes" being taken, the Service and DIA representatives
still have equal status and make separate contributions to
Committee activities.
2. DIA has attempted, but with only limited success,
to speak the "unified military voice." From my standpoint
as Chairman, this has not been satisfactory. DIA, in
effect, has interposed itself as an additional echelon of
management with little or no ability to refine the product
of the Services. Contributions, for instance to the NIS
program, still come from the Services, but through DIA.
DIA not only adds nothing productive, but slows de ivery
and fails to eliminate duplication among the individual
Services.
3. As an example of the effect of the DIA inter-
positioning, the recent problem of submarine performance
figures for NIE 11-]L4-64 can be cited. DIA was responsible
for providing the SIC with Service-approved, coordinated
values. Those submitted by DIA, it eventually turned out,
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were lifted from the 1963 version of NIB 11-8 and were
outdated. Navy, having later information, disagreed
with DIA's submission and sent its own data to DIA and
to SIC. A week later Navy submitted still another
version, after coordinating with DIA, in which some of
the figures were changed. Finally, I called an ad hoc
meeting of the SIC to resolve the differences between
DIA and Navy, at which time DIA went along with Navy
as the agency primarily responsible for submarine
intelligence. The SIC was thus placed in a particularly
awkward position, not only in having to act as broker
between DIA and Navy, but having also to keep peace with
ONE, as varying figures were presented, sometimes within
a span of only a few days, as the "agreed" views of the
Services, DIA, and the SIC.
4. DIA's S&T groups, small and staffed with Service
personnel, still tend often to reflect the views and
prejudices of individuals or Services which these per-
sonnel brought with them to DIA. It appears that these
units have quite a way to go to fulfill the stated aims
of "organizing, directing, managing, and controlling
DOD intelligence resources" within DIA, coordinating DOD
intelligence functions of the Services, and "obtaining
maximum economy and efficiency in allocation of management
of DOD intelligence resources."
25X1
Approved For Release 2002/05/09 : CIA-RDP80B01676R000500040005-0