MISSION  OF  THE  NEWSLETTER 
(U)  To  keep  the  Intelligence  Community  informed  of 
intelligence  activities  which  are  of  interest  to  all 
Naval  Intelligence  personnel  from  both  a  professional 
and  personal  standpoint. 
t'S^j  T*   J5S& 
J
NAVAL 
UNCLASSIFIED 
INTELLIGENCE 
NEWSLETTER 
OFFICE  OF 
NAVAL  INTELLIGENCE 
Washington  D.C. 
RADM  W.O.  STUDEMAN 
Director  of 
Naval  Intelligence 
RADM  J.S.  McFARi.AND 
Deputy  Director  of 
Naval  Intelligence 
MR.  R.L.  HAVER 
Deputy  Director  of 
Naval  Intelligence 
RADM  D.N.  HAGEN 
Commander,  Naval 
intelligence  Command 
LCDR  J.M.  KEYDASH,  JR. 
Editor 
NIC-21A 
COMNAVINTCOM 
4600  Silver  Hill  Rd. 
Washington,  D.C.  20389 
APRIL  1986 
CONTENTS 
I.   DNI'S  COLUMN  (RADM  W.  0.  STUDEMAN,  USN) 
COMMENTS  ON  THE  FY-87  CAPTAIN 
SELECTION  BOARD  (RADM  T.  A.  BROOKS, 
USN) 
OFFICE  OF  NAVAL  INTELLIGENCE  STAFF 
REORGANIZATION  (LCDR  R.  C.  BARKELL, 
USN) 
II.   EDITOR'S  COLUMN  (AUDREY  E.  HAGER) 
III.   FEATURE  ARTICLE 
THE  ROLES  AND  FUNCTIONS  OF  INTELLI- 
GENCE OFFICERS  SUPPORTING  OPERA- 
TIONAL COMMANDERS  (RADM  JOHN  R. 
BATZLER,  USN,  COMCARGRU  THREE) 
IV.   GENERAL  INTELLIGENCE 
FLEET  INTELLIGENCE  COLLECTION 
(CDR  THOMAS  R.  WILSON,  USN,  CTG 
168.3) 
CHINA  DISPLAYS  NEW  SUBMARINE- 
LAUNCHED  BALLISTIC  MISSILE 
(LCDR  JAMES  L.  DOUTHIT,  USNR-R) 
CLASSIFIED  ARTICLES  HAVE  BEEN  MARKED  WITH  THE 
APPROPRIATE  CLASSIFICATION;  ALL  THOSE  UNMARKED 
ARE  UNCLASSIFIED 
PAGE 
I  1-8 
I  9-10 
I  11-12 
II-l 
III 
III  1-5 
IV 
IV  1-2 
IV  3-7 
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PAGE 
KENNEL  FREELANCE  SURVEILLANCE  OPERATIONS  (CTG  168.1)  IV  7-9 
BEAR  H:   SOMETHING  OLD,  SOMETHING  NEW  (LT  RICH  IV  10-12 
SAUNDERS,  USN,  FICEURLANT) 
V.   FROM  THE  FLEET  V 
FITCPAC  CELEBRATES  30TH  BIRTHDAY  (CO,  FITCPAC)  V-l 
NARCOTICS  INTERDICTION  (ISC  D.  COLE,  USNB  NNBIS,  V  1-4 
GULF  REGION) 
LONG  BEACH  INTELLIGENCE  ACTION  GROUP  (IAG)  ESTABLISHED  V  4-5 
(CAPT  E.  A.  BROOKES,  USN,  COMNAVSURFPAC  N2) 
CTF  168  AT  SEA  (CDR  P.  KIDDER,  USN,  ASSISTANT  NAVAL  V  5-6 
ATTACHE,  USDAO,  SINGAPORE) 
VI.   FLEET  INTELLIGENCE  SYSTEMS  VI 
COORDINATOR'S  COLUMN  (CDR  SKIP  OLSEN,  USN)  VI-1 
NIPS  INTELLIGENCE  CENTERS  (ICS)  DESK  TALK  (Maj  I.  L.  VI  1-4 
HOLDREDGE,  USMC,  AND  GySgt  T.  MOSES,  USMC) 
FLEET  FIST  COMMENTS.   FROM  FICEURLANT— FIST:   AN  VI  5-6 
OPERATIONAL  PERSPECTIVE  (LCDR  J.  HOEY,  USN,  FICEURLANT) 
NIPS  DATA  BASE  DESK  TALK  (IS1  JON  THOMAS,  USN)  VI  7-8 
OSIS  MANAGEMENT  DESK  TALK  (LT  PAUL  GARDELLA,  USN)  VI  8-9 
REVIEW  OF  OBU  (LCDR  SKIP  SAMPSON,  USN)  VI  9-15 
ZENITH  150  PERSONAL  COMPUTER  VI  15-16 
NIPSTRAFAC  NOTES  (CDR  F.  T.  COSTARINO,  USN)  VI  16 
NIPS  SUBSYSTEMS,  OSIS  NODES,  AND  AFLOAT  STAFFS  ROSTER  VI  17-19 
VII.   SECURITY  VII 
RETRIEVAL  AND  ANALYSIS  OF  NAVY  CLASSIFIED  INFORMATION  VII-1 
(RANKIN)  SECURITY  CLASSIFICATION  GUIDES  (NAVSECINVCOM) 
ii 
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PAGE 
VIII.   INTELLIGENCE  TRAINING  AND  EDUCATION  VIII 
DEVELOPMENTS  AT  THE  NAVAL  POSTGRADUATE  SCHOOL  VIII-1 
(NAVPGSCOL)  (RADM  R.  H.  SHUMAKER,  USN,  SUPT, 
NAVPGSCOL) 
IX.   INTELLIGENCE  OFFICER  DETAILER'S  DESK         "  ix 
SELECTION  BOARDS  (NIC-Ol)  IX-l 
X.   IS  COORDINATOR'S  COLUMN  (ISCM  G.  L.  COBURN,  USN,  FORMER  X  1-2 
NIC-113) 
IS  CAREER  PLANNING  AND  ADVANCEMENT  (ISCM  J.  L.  X  3-6 
JOHNSON,  USN) 
XI.   FROM  THE  DESK  OF  THE  NAVINTCOM  MASTER  CHIEF  XI  1-4 
(ISCM  TERRY  L.  SCHROEDER,  USN,  FORMER  NIC-OOMC) 
XII.   RECOGNITION  CORNER  (CDR  JOHN  R.  LEWIS,  USNR-R)  XII  1-5 
ANSWERS  TO  THE  RECOGNITION  CORNER  XII-6 
XIII.   IS  ALPHA  LISTING  XIII  1-10 
XIV.   ORGANIZATION  CHARTS  XIV  1-3 
XV.   DISTRIBUTION  LIST  DL  x_3 
ill 
(RB) 
UNCLASSIFIED
' 
(U)  Well,  these  are  some  initial  thoughts.  If  you  want  more  elaboration 
or  addressal  of  other  topics,  drop  a  line  to  my  aide  expressing  your 
interests.  Aide's  address  is: 
LT  Christopher  Geving,  USN 
Office  of  Naval  Intelligence 
Navy  Department  (OP-009A1) 
Washington,  DC  20350-2000 
W.  0.  STUDEMAN 
Rear  Admiral,  U.  S.  Navy 
Director  of  Naval  Intelligence 
1-5
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COMMENTS  ON  THE  FY-87  CAPTAIN  SELECTION  BOARD 
Editor's  Note:   The  following  article  was  submitted  by  RADM  T.  A.  Brooks,  the 
1630  Flag  officer  on  the  FY-87  Captain  Selection  Board. 
In  February  1986,  the  FY-87  Captain  Selection  Board  reported  out. 
Passageways  are  filled  with  naval  officers  trying  to  analyze  the  results. 
"What  do  you  have  to  do  to  be  selected?"   Statistical  analyses  are  printed  in 
Navy  Times  and  elsewhere.  Yet  some  uncertainty  persists.  As  the  1630  Flag 
officer  on  the  Captain  Selection  Board,  I  would  like  to  share  with  you  my 
perception  of  what  gets  you  selected. 
In  a  word,  it's  Fitness  Reports.  How  good  are  yours  vis-a-vis  the 
other  officers  in  the  zone?  What  kind  of  career  pattern  you  have  had  is  also 
very  important,  of  course,  but  the  world's  best  career  pattern  will  fail  to 
select  if  the  Fitness  Report  jacket  won't  compete. 
What  is  a  good  Fitness  Report?   Ideally  all  "A"s  and  a  meaningful 
comparison  of  your  performance  against  that  of  your  contemporaries.  A 
recommendation  for  accelerated  promotion  ranking  you  "1  of  9"  is  a  show- 
stopper.   A  Fitness  Report  jacket  showing  you  consistently  on  the  top  of  the 
pack  is  virtually  a  shoo-in.  In  this  era  of  inflated  Fitness  Report  marks, 
this  comparison  of  "cut"  becomes  even  more  critical. 
But  the  Navy  has  eliminated  the  ranking  for  lieutenants.  True,  hut 
the  evaluation  summary  is  still  there  and  is  useful.   A  reporting  senior  who 
really  wants  to  help  one  of  his  top  performers  can  do  so  by  including  in  the 
comments  words  such  as  "this  officer  is  the  top  lieutenant  of  the  nine  on 
board." 
This  brings  us  to  a  discussion  of  the  comments  section  of  the  Fitness 
Report.   Remember,  only  the  marks  are  projected  in  front  of  the  Selection 
Board.  They  never  see  the  commepts.   It  is  up  to  the  1630  officer  on  the 
board  to  read  the  entire  report  and  brief  the  Board  on  significant  comments. 
A  reporting  senior  who  writes  three  pages  of  prose  filled  with  job  description 
and  cliches  does  you  no  favor.   There  is  no  premium  for  having  long  fitness 
reports.   In  fact  I  would  maintain  that  precisely  the  opposite  is  true.  A 
good  short  write-up,  bulletlzed,  and  having  a  few  key  things  underlined  will 
ensure  that  the  points  you  want  to  make  will  be  noticed. 
As  for  career  patterns,  I  can  give  you  the  best  possible  advice  in 
three  words:   go  to  sea.   If  you  examine  the  recent  Board  you  will  see  that 
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the  above-the-zone  selectee  just  returned  from  a  tour  as  CARGRU  Intelligence 
Officer.  The  below-the-zone  selectee  is  at  sea  as  the  Second  Fleet  N2  and  has 
had  sea  duty  in  each  rank  since  ensign.  In  the  zone  3  of  5  officers  at  sea 
were  selected  (602  vs  50%  opportunity  for  in-the-zone  selection  as  a  whole) 
and  5  of  7  who  had  recently  returned  from  sea  duty  as  a  commander  and  these 
were  relatively  late  transfers  from  the  Unrestricted  Line  with  good  sea  duty 
tickets  while  in  the  URL  (remember,  9  out  of  10  members  of  the  Selection  Board 
are  URL  officers).   Clearly,  the  records  with  top  Fitness  Reports  from  good 
sea  duty  and  operationally-oriented  shore  duty  jobs  sold  themselves  easily. 
What  is  the  impact  of  having  a  Joint  tour,  a  DIA  tour,  or  some  other 
tour  "out  of  the  Navy"?  One  or  two  such  tours  are  inevitable  and,  in  the  case 
of  a  good  Joint  tour,  could  well  prove  advantageous  if  current  trends 
continue.   Almost  all  of  your  competitors  will  have  a  DIA/ Joint  tour,  so  good 
tours  (defined  as  one  which  produced  good  Fitness  Reports)  will  not  hurt.  A 
career  full  of  back-to-back  tours  of  this  nature,  however,  will  kill  you. 
That  should  come  as  no  surprise. 
One  final  word  for  career  patterns.  Your  career  is  your  resposibll- 
ity.  You  cannot  blame  a  poor  pattern  on  the  detailer.  Fight  for  sea  duty  and 
good  OPINTEL  tours.   If  your  Fitness  Report  jacket  Is  competitive,  you  should 
easily  get  It.   If  you  don't  have  the  record  to  support  being  sent  to  sea,  you 
will  not — and  should  not — get  it.  Ideally,  only  our  top  officers  should  go  to 
sea.   I  would  like  to  see  Selection  Boards  where  all  our  at-sea  officers  are 
promoted. 
In  closing,  I  would  say  a  word  for  "the  system."  No  Selection  Board 
can  please  everyone  and  there  will  always  be  remarks  that  "it  wasn't  fair  to 
pass-over  good  old  Charlie  in  favor  of  the  other  turkey."  Yet  I  can  assure 
you  that  every  one  of  the  five  Selection  Boards  I  have  sat  on  has  been 
scrupulously  fair.  It's  hard  work  to  be  on  a  Selection  Board  and  you  never 
come  out  of  the  Board  with  the  precise  results  you  wanted,  but  I  have  always 
come  out  satisfied  that  the  results  were  eminently  fair.   Superior  performance 
in  challenging  jobs  has  always  been  the  bottom  line.   I  hope  it  always  will 
be. 
1-10 
UNCLASSIFIED
UNCLASSIFIED 
OFFICE  OF  NAVAL INTELLIGENCE STAFF REORGANIZATION  by LCDR R. 
C. 
BARKELL, 
USN, 
OP-009D 
* 
In  March,  the  Office  of  Naval  Intelligence  (ONI)  was  reorganized  to 
streamline  various  OPNAV  staff  functions  which  are  the  responsibility  of  the 
Director  of  Naval  Intelligence.   Primary  organizational  changes  took  place  in 
the  plans,  policy  and  resources  functional  areas.   In  addition,  each  OP-009 
division  head  assumed  a  new  title  of  Assistant  Director  of  Naval  Intelligence 
(DNI). 
The  following  major  ONI  organizational  changes  were  effected: 
a.  A  new  Plans  and  Policy  Division  (OP-009P)  was  created  by 
combining  personnel  dedicated  to  cryptologic  plans  and  policy  functions  in 
0P-009H  (Cryptologic  Plans  and  Programs  Division)  with  personnel  in  0P-009F 
(Intelligence  Plans  and  Policy).  Both  OP-009H  and  OP-009F  codes  have  been 
disestablished.  CAPT  Jerry  Clark  is  the  new  Assistant  DNI  for  Plans  and 
Policy  (0P-009P),  and  his  responsibilities  will  include  formulation  of 
intelligence  and  cryptologic  plans,  policies  and  requirements;  coordination 
with  interservice,  interagency,  joint  and  national  boards  and  committees;  and 
development  of  intelligence  and  cryptologic  support  to  naval  warfare 
requirements. 
b.  A  new  Resources  Division  was  formed  by  combining  0P-009N 
(Resource  Management  Division)  with  personnel  in  OP-009H  who  were  responsible 
for  cryptologic  resource  issues.  The  new  Resource  Division  (0P-009R)  is 
headed  by  CAPT  Terry  Lapierre.   His  responsibilities  include  implementing  all 
intelligence  and  cryptologic  program  and  budget  matters,  to  include  reserves, 
and  all  intelligence  and  cryptologic  manpower,  personnel  and  training  matters  * 
Additional  changes  to  ONI  are: 
a.  The  code  and  title  for  OP-009S  (Administrative  Assistant  to 
DNI)  was  changed  to  OP-009D  (Assistant  DNI  for  Administration).  The  0P-009S 
code  has  been  disestablished.   LCDR  Rich  Barkell  Is  the  current  0P-009D. 
b.  Mr.  Clark  Magruder  retired  in  February  1986.   His  position, 
Civilian  Deputy  to  the  DNI  (OP-009E),  was  disestablished  and  functions  and 
responsibilities  assumed  by  various  ONI  staff  elements. 
c.  The  code  and  title  for  OP-009Y1  (CNO  Current  Intelligence 
Branch)  was  changed  to  OP-009I  (Assistant  DNI  for  Current  Intelligence).  With 
this  change,  OP-009I  has  officially  assumed  Division  Head  status.  CDR  Dave 
Herrington  is  the  current  OP-009I. 
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d.   The  Assistant  DNI  for  Legal  Matters  (JAG),  0P-009J,  has  been 
established.  LCDR  Pat  Genzler  is  the  new  JAG  for  the  DNI. 
e. 
The  code  0P-009Q,  Assistant  for  Intelligence  Systems,  has  been 
disestablished.  These  functions  will  be  handled  by  OP-009P  in  close 
coordination  with  COMNAVINTCOM  and  CO,  NIPSSA. 
f.  A  new  position,  Assistant  DNI  for  Reserve  Affairs  (0P-009W) , 
has  been  established.   CAPT  Dave  Zickafoose  is  the  first  OP-009W,  and  he  is' 
responsible  for  naval  reserve  intelligence  program  development,  policy  and 
planning. 
g.  The  code  and  title  for  OP-009Y2  (Intelligence  Analysis  Branch) 
has  been  changed  to  OP-009Y  (Assistant  DNI  for  Analysis).  With  this  change, 
OP-009Y  formally  assumes  Division  Head  status.  CAPT  Jim  Eglin  is  the  current 
OP-009Y. 
h.  A  new  position,  Assistant  DNI  for  Joint  National  Intelligence 
Development  (0P-009U),  has  been  established.   CAPT  Roger  Betts,  Director, 
Joint  National  Intelligence  Development  Staff  (JNIDS),  is  the  initial  0P-009U 
incumbent.   He  is  responsible  for  exercising  centralized  management  control 
over  the  design,  development  approval,  funding,  procurement,  testing  and 
installation  of  modular  enhancements  to  selected  intelligence  processing 
systems. 
The  current  ONI  organizational  wiring  diagram  with  billet  incumbents 
can  be  found  on  page  XIV-1 . 
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II.   EDITOR'S  COLUMN 
As  mentioned  In  the  last  Issue  of  the  Newsletter,  LCDR  Rich  Barkell  de- 
parted NAVINTCOM  in  March  1985.  The  editorial  staff  passes  on  thetr  many 
thanks  to  LCDR  Barkell  for  his  outstanding  leadership  as  Newsletter  editor  and 
we  wish  him  the  very  best.  On  6  September  1985,  LCDR  J.  M.  Keydash,  Jr., 
reported  in  as  the  new  Newsletter  editor  and  Deputy  Director  for  Military 
Manpower  and  Personnel  (NIC-11A) . 
In  this  issue's  feature  article,  RADM  Batzler  draws  on  his  experience  as 
a  battle  group  commander  and  provides  his  views  of  an  intelligence  officer's 
duties  and  responsibilities.  The  article  was  extracted  from  the  speech  RADM 
Batzler  gave  at  the  beginning  of  this  year  in  San  Diego  to  the  OPINTEL  Afloat 
Course.  All  intelligence  officers,  regardless  of  experience,  can  profit  from 
this  insightful  contribution  to  the  Newsletter. 
As  evidenced  in  this  issue,  we  continue  to  receive  a  diverse  selection 
of  contributions.  CDR  Thomas  R.  Wilson's  article  in  the  "General  Intelli- 
gence" section  provides  good  advice  on  how  Intelligence  officers  can  get 
better  results  from  collectors  and  produce  higher  quality  products.  A  Naval 
Reserve  officer,  LCDR  James  L.  Douthit,  has  written  an  Informative  article 
on  the  Chinese  Navy's  new  submarine-launched  ballistic  missile.  The  last 
article  In  this  section,  written  by  LT  Rick  Saunders  of  FICEIIRLANT,  analyzes 
the  Soviet  Union's  new  strategic  weapon  system,  the  BEAR  H  and  AS-15  combina- 
tion. In  "From  the  Fleet",  ISC  D.  Cole's  article  highlights  the  Navy's 
growing  involvement  in  the  Government's  efforts  to  stop  the  drug  flow  into 
the  country.   Finally,  CDR  Paul  Kidder  describes  the  activities  and  benefits 
of  attache  duty. 
The  IS  alpha  listing  you  have  been  waiting  for  is  in  section  XIV.  We 
last  published  this  list  in  the  May  1984  Issue. 
We  want  to  emphasize  that  we  need  your  help  to  ensure  the  Newsletter 
achieves  the  broadest  possible  dissemination  among  members  of  the  Naval 
Intelligence  Community.  Please  inform  your  mailroom  of  the  desired  internal 
distribution  within  your  command. 
AUDREY  E.  HAGER 
Assistant  Editor  (NIC-01B) 
II-l 
(RB) 
UNCLASSIFIED
III.   FEATURE  ARTICLE 
THE ROLES AND FUNCTIONS OF INTELLIGENCE OFFICERS 
■-  ,   -  * 
SUPPORTING  OPERATIONAL 
COMMANDERS 
by 
RADM JOHN 
R. 
BATZLER, 
USN. COMMANDER, CARRIER  GROUP THREE 
(U)  Editor's  Note:  This  article  is  an  extract  of  a  speech  given  by  RADM 
Batzler  to  the  OPINTEL  Afloat  Course,  FITCPAC,  on  21  January  1985. 
(U)  I  believe  there  are  several  roles  and  functions  that  an 
intelligence  officer  must  fulfill  to  successfully  support  his  operational 
commander.  I  will  address  these  in  a  general  way,  focusing  on  concepts, 
problems,  and  issues,  rather  than  specific  tasks.  I  will  illustrate  some  of 
my  points  with  examples  from  Battle  Group  FOXTROT'S  May-December  1984  deploy- 
ment. Before  discussing  the  intelligence  officer's  primary  responsibilities, 
I  want  to  make  three  introductory  points. 
(U)  The  first  point  is  the  fundamental  linkage  between  operations  and 
intelligence.  Those  involved  in  operations  must  consider  all  aspects  of  the 
intelligence  estimate.  Similarly,  the  estimate  cannot  be  properly  made  with- 
out full  knowledge  and  appreciation  of  impending  operations. 
(U)  Second,  today's  intelligence  officer  must  manage  information  in 
all  its  varied  forms.  During  Battle  Group  FOXTROT'S  deployment,  relatively 
junior  intelligence  officers  in  supplementary  plot  (SUPPLOT)  processed  huge 
amounts  of  data  searching  for  those  few  bits  most  relevant  to  our  group.  The 
intelligence  officer  must  be  a  generalist  while  at  the  same  time  be  able  to 
manipulate  several  pieces  of  sophisticated  equipment  and  know  esoteric  but 
pertinent  facts  about  potential  adversaries. 
(U)  Returning  to  the  roles  and  functions,  I  see  the  intelligence 
officer  fulfilling  four  general  responsibilites  in  supporting  an  operational 
commander:   indications  and  warning,  supporting  specific  naval  missions, 
training,  and  reporting. 
III-l
(U)  The  intelligence  officer  must  remember  there  is  a  risk  associated 
with  any  analysis.   One  aspect  of  the  risk  is  the  possibility  of  providing  an 
incorrect  assessment.  Perhaps  the  most  damaging  result  of  this  is  that  future 
assessments  will  be  viewed  more  critically  or  with  less  credibility.   However, 
operators  generally  realize  the  difficulty  of  determining  adversary  intentions 
and  will  usually  understand  failures.   But,  they  must  be  kept  informed. 
Therefore,  a  third  characteristic  is  that  the  intelligence  officer  must  pro- 
vide the  operator,  the  officer  ultimately  responsible  for  the  decision,  with 
the  evidence  and  logic  that  formed  his  assessment.  Give  all  the  information. 
The  intelligence  officer  must  be  prepared  to  give  the  bad  news  as  well  as  the 
good.  He  cannot  fall  into  the  trap  of  providing  decision-makers  with  wnat 
they  want  to  hear;  he  must  provide  what  they  need  to  hear.   To  do  any  less 
would  be  a  disservice  to  the  command.
(U)  The  intelligence  officer's  second  major  responsibility  Is  support 
of  naval  missions.   The  four  missions  generally  assigned  to  the  Navy  are: 
strategic  deterrence,  sea  control,  naval  presence,  and  power  projection.  The 
intelligence  officer's  biggest  challenges  come  in  sea  control  and  power  pro- 
jection.  His  primary  functions  in  these  two  missions  are  In  AAW,  strike 
planning,  and  antisubmarine  warfare  (ASW). 
III-3
(U)  This  then  is  what  I  expect  of  Intelligence  officers.  He  and  his 
subordinates  must  be  responsive  to  the  needs  of  decision-makers.  Decision- 
makers must  make  clear  what  they  want  and  need  and  provide  immediate  feedback 
if  they  are  not  satlsified.  Additionally,  decision-makers  should  be  trained 
in  the  capabilities  and  limitations  of  intelligence  collection  systems  and 
analysis  and  know  what  they  can,  can't,  should,  and  shouldn't  do  for  them. 
Decision-makers  must  be  confident  that  intelligence  products  are  accurate  and 
dependable.   Intelligence  officers  bear  the  responsibility  of  working  with 
decision-makers  toward  a  common  goal  and  sharing  information  openly,  within 
the  bounds  of  security  constraints.  Although  the  demands  are  severe,  I  have 
found  that  intelligence  officers,  working  in  conjunction  with  operations,  can 
achieve  these  objectives  and  thus  materially  assist  in  mission  accomplishment. 
(U)  RADM  John  R.  Batzler  was  commissioned  in  June  1955 
and  reported  for  flight  training  in  Pensacola,  Florida.  He 
received  his  wings  and  was  designated  a  Naval  Aviator  in 
January  1957.   He  holds  a  Bachelor  of  Arts  degree  in  Mathe- 
matics from  the  University  of  California  at  Berkeley  and  a 
Master  of  Science  degree  in  Computer  Systems  Management  from 
the  Naval  Postgraduate  School,  Monterey,  California. 
(U)  He  has  commanded  Fighter  Squadron  24,  USS  ASHTABULA 
(AO  51),  and  USS  NIMITZ  (CVN  68).   The  highlight  of  his 
NIMITZ  tour  was  the  shooting  down  of  two  Libyan  SU-17 
FITTERS  by  NIMITZ-based  Fighter  Squadron  41  F-14  TOMCATS. 
After  his  change  of  command  in  NIMITZ  in  February  1982,  he 
was  promoted  to  flag  rank  and  was  assigned  to  the  Joint 
Chiefs  of  Staff  as  the  Deputy  Director  for  Operations 
(Reconnaissance,  Space,  Electronic  Warfare,  and  C  Counter- 
measures).   RADM  Batzler  assumed  command  of  Carrier  Group 
THREE  on  board  USS  ENTERPRISE  (CVN  65)  on  25  June  1984. 
(U)  He  has  flown  more  than  50  different  Navy  aircraft. 
His  combat  experience  includes  more  than  270  missions  in 
Vietnam.  RADM  Batzler' s  awards  include  the  Legion  of  Merit, 
Distinguished  Flying  Cross,  Bronze  Star,  numerous  Air  Medals, 
Navy  Commendation  Medal,  and  various  service  and  campaign 
medals  and  ribbons. 
III-5 
(RB)
IV.   GENERAL  INTELLIGENCE  ARTICLES 
FLEET  INTELLIGENCE  COLLECTION  by  CDR  THOMAS  R.  WILSON,  USN  ' 
(U)  Eight  years  ago,  I  read  an  informative  article  called  "The  Greedy 
Analyst."  Reprinted  by  the  Naval  Intelligence  Command'  from  a  British  intelli- 
gence publication,  the  article  discussed  publications  written  by  allied 
intelligence  analysts  on  Soviet  naval  strategy,  tactics,  doctrine,  and  ship 
and  aircraft  characteristics.  These  publications,  designed  to  give  our  at-sea 
commanders  the  upper  hand  in  fighting  and  winning  a  war  at  sea,  result  from 
analysts  putting  together  the  immense  jigsaw  puzzle  that  is  the  Soviet  Navy. 
"The  Greedy  Analyst"  stated  he  was  always  looking  for  the  piece  to  complete 
the  jigsaw  puzzle:  How  fast  did  the  ship  go?  How  did  it  maneuver?  What  was 
its  turning  radius?  Did  it  make  black  or  white  smoke  when  it  got  underway? 
What  was  the  period  of  roll  from  port  to  starboard  and  back?  Any  of  these 
bits  of  information  may  have  been  the  final  piece  of  the  jigsaw  puzzle  and,  as 
"The  Greedy  Analyst"  said,  "I  won't  know  until  a  cooperative  ship  or  aircraft 
tells  me." 
I 
TV-l
(U)  CDR  Wilson  has  had  sea  duty  tours  in  USS  KITTY  HAWK 
(CV-63)  and  with  Carrier  Air  Wing  THREE  (CVW-3).  He  has 
extensive  maritime  patrol  aviation  experience  with  the  Ice- 
land Sector  ASW  Group  and  as  Force  Intelligence  Officer 
for  Commander,  Patrol  Wings,  U.  S.  Atlantic  Fleet.  Joint 
assignments  have  included  the  United  States  Taiwan  Defense 
Command,  the  Defense  Intelligence  Agency,  and  as  a  student 
at  the  Defense  Intelligence  College.  He  is  currently 
assigned  as  Commander,  Task  Group  168.3  (European  Forward 
Area  Support  Team)  in  Naples,  Italy. 
IV-2
CHINA  DISPLAYS  NEW  SUBMARINE-LAUNCHED  BALLISTIC  MISSILE  (SLBM)  by  LCDR 
JAMES  L.  DOUTHIT,  USNR-R 
(U)  On  1  October  1984,  the  People's  Republic  of  China  observed-  the 
35th  anniversary  of  Its  revolution.  As  part  of  the  celebration  In  Beijing, 
they  conducted  their  first  major  military  parade  since  coming  to  power.  Not 
unlike  May  Day  celebrations  in  the  Soviet  Union,  the  parade  involved  thousands 
of  participants  and  featured  processions  of  military  hardware  Including  tanks, 
artillery,  missiles,  and  rockets. 
UNCLASSIFIED 
(U)  Communist  Chinese  35th  Anniversary  Parade 
IV-3
(U)  Although  the  missile  probably  is  still  in  development,  the  New 
China  News  Agency  reported  in  October  1982  that  the  Chinese  had  successfully 
launched  a  ballistic  missile  from  a  submerged  submarine.  The  test  was 
reportedly  conducted  from  a  GOLF  Class  with  its  missile  tubes  modified  to 
permit  subsurface  launch.   (The  Soviet-designed  GOLF  Class  was  "originally 
capable  of  launching  only  when  on  the  surface.)  Reports  also  indicated  that 
China  launched  its  first  fleet  ballistic  missile  submarine  (SSBN),  capable  of 
carrying  12  SLBMs,  in  April  1981.   Both  of  these  events  were  major  milestones 
in  China's  development  of  a  sea-based  deterrent  force  that  began  in  1957. 
UNCLASSIFIED 
(U)  October  1982  test  launch  of  the 
Chinese  SLBM 
IV-5
(U)  LCDR  Douthlt  is  the  Production  Department  Head  of 
Naval  Intelligence  Support  Center  Reserve  Space  and  Weapons 
Technology  Unit  0108,  located  at  Patrick  AFB, 'Florida. 
This  Naval  Reserve  unit  supports  the  Ballistic  Missile 
Systems  Division  (NISC-41).  LCDR  Douthit  has  been  following 
the  Chinese  SLBM  development  program  for  the  past  4  years. 
KENNEL  FREELANCE  SURVEILLANCE  OPERATIONS 
r 
IV-7
BEAR  H;   SOMETHING  OLD,  SOMETHING  NEW  by  LT  RICK  SAUNDERS,  USN 
(U)  BEAR  H 
UNCLASSIFIED 
INTRODUCTION 
(U)  Initially  observed  in  late  1954,  and  officially  displayed  at 
the  Soviet's  Tushimo  Aviation  Day  ceremonies  in  July  1955,  the  TU-95/BEAR 
long-range  bomber  has  enjoyed  unprecedented  longevity  and  withstood  numerous 
mission  demands  throughout  its  history.   Range,  endurance,  speed,  size, 
maintainability,  and  adaptability  to  various  large  payloads  are  this  air- 
craft's long  suit.   The  need  for  a  stand-off,  air-launched  cruise  missile 
(ALCM)  platform  to  meet  the  demands  of  new  strategic  nuclear  warfare 
technology  and  to  offset  the  emerging  U.  S.  (B-52/AGM-86)  threat  led  to  the 
development  of  BEAR  H  and  the  AS-15  ALCM. 
PRODUCTION  AND  CHARACTERISTICS 
IV-10
UNCLASSIFIED 
V.   FROM  THE  FLEET 
FITCPAC  CELEBRATES  30TH  BIRTHDAY 
The  Fleet  Intelligence  Training  Center,  Pacific  (FITCPAC),  celebrated 
its  30th  anniversary  on  2  May  1985.  Established  in  1955  as  the  Fleet  Air 
Intelligence  Training  Center,  Pacific,  at  the  Naval  Air  Station,  Alameda,  the 
command  was  redesignated  the  Fleet  Operational  Intelligence  Training  Center, 
Pacific,  in  1963.  The  command  relocated  to  the  Fleet  Antisubmarine  Warfare 
Training  Center,  San  Diego,  in  December  1970.   In  1972  it  was  again  redesigna- 
ted, this  time  to  its  present  title.  FITCPAC  moved  to  its  current  location  in 
the  Naval  Training  Center,  San  Diego,  during  September  1979. 
FITCPAC  provides  basic  and  specialized  training  in  naval  intelligence 
to  fleet,  reserve,  and  foreign  naval  personnel,  as  well  as  to  other  members  of 
the  Department  of  Defense,  through  a  wide  variety  of  formal  classroom  and 
mobile  training  team  programs.   FITCPAC' s  15  instructors  trained  3,799 
students  during  1984.   CAPT  Ronald  L.  Brown,  USN,  commands  FITCPAC. 
(CO,  FITCPAC) 
NARCOTICS  INTERDICTION 
Due  to  an  easing  of  the  century-old  Posse  Comitatus  Act,  the  U.  S. 
Navy  has  been  playing  an  ever  increasing  role  in  narcotics  interdiction.  The 
Posse  Comitatus  Act  prohibits  the  military  under  the  Department  of  Defense 
from  direct  participation  in  seizing,  apprehending,  or  arresting  civilians. 
However,  a  military  unit  may  provide  information  collected  during  its  normal 
operations  to  federal,  state,  and  local  civilian  law  enforcement  officials. 
The  military  may  also  offer  advice  to  civilian  law  enforcement  agencies. 
The  U.  S.  Coast  Guard  is  not  covered  by  Possa  Comitatus  because  it  is 
under  the  Department  of  Transportation.   Although  an  armed  force,  the  Coast 
Guard  is  specifically  charged  with  enforcing  United  States  laws  on  the  high 
seas  against  U.  S.  registered  (civilian)  vessels  and  foreign  vessels  if  the 
nation  of  registry  consents.  The  Coast  Guard  has  adopted  a  new  enforcement 
concept  in  an  effort  to  use  naval  ships  operating  in  high  narcotics  shipping 
areas.  The  program  uses  tactical  law  enforcement  teams  (TACLETs)  and  law 
enforcement  detachments  (LEDETs)  of  Coast  Guard  personnel  trained  in  narcotics 
lew  enforcement  embarked  in  naval  ships.  Once  underway,  the  Coast  Guard 
V-l 
UNCLASSIFIED
UNCLASSIFIED 
officer-in-charge  tells  the  ship's  commanding  officer  of  potential  narcotics 
smuggling  vessel  sightings  while  the  ship  conducts  its'  assigned  operations. 
When  a  vessel  fitting  a  smuggler  profile  is  sighted,  the  commanding  officer 
may  help  the  embarked  TACLET  or  LEDET  board  the  suspect  vessel.  If  the  team 
discovers  illegal  drugs,  the  vessel's  crew  will  be  taken  into  custody  and  the 
vessel  seized  for  violating  U.  S.  law. 
Intelligence  Specialists  (ISs)  assigned  to  U.  S.  Navy  ships  and 
aircraft  squadrons  could  become  involved  in  identifying  narcotics  smuggling 
vessels  and  planes.  A  suspect  vessel  normally  has  several  of  the  following 
traits: 
— 50  to  100-foot  fishing  vessels  or  80  to  250-foot  coastal 
freighter  operating  outside  normal  fishing  or  merchant  areas, 
— numerous  electronic  or  communication  antennas, 
— excessive  crew  for  the  apparent  purpose, 
— false  waterline, 
— riding  low  in  the  water, 
— poorly  maintained, 
— rubber  fenders  or  tires  over  the  side, 
— rub  marks  on  the  side, 
— no  visible  fishing  equipment, 
— equipment  in  disuse  or  ill-repair, 
— foreign  registry, 
— maneuvering  erratically  when  sighted, 
— dead  In  water  (DIW)  for  no  apparent  reason  with  smaller  vessels 
nested  alongside  or  in  the  immediate  area, 
— no  identifying  marks  as  required  by  law, 
— attempting  to  conceal  true  identity  through  voice  or  pennant 
•  communications, 
— crew  ignoring  a  military  unit  in  their  area, 
V-2 
UNCLASSIFIED
UNCLASSIFIED 
— operating  at  night  without  running  lights, 
—needing  assistance  but  refusing  offers  to  help, 
— bales  visible  on  deck. 
A  suspect  plane  may  have  several  of  the  following  traits: 
— passenger  seats  missing; 
— numerous  cardboard  boxes,  duffel  bags,  plastic  bags,  or  other 
containers  inside; 
— windows  covered; 
— side  numbers  or  markings  altered,  falsified,  or  obscured; 
— flight  beginning  from  a  foreign  airfield; 
— non-squawking  transponder; 
—extra  fuel  tanks; 
— altitude  less  than  15,000  feet; 
— speed  180  knots  or  less; 
— navigation  or  anticollision  lights  off; 
— dropping  to  low  altitude  prior  to  reaching  the  U.  S.  border. 
Sighting  reports  by  U.  S.  Navy  ships  or  planes  may  begin  a  series  of 
events  leading  to  the  successful  seizure  of  illegal  drugs  coming  to  the 
country.  Within  operational  restrictions  and  prudent  airmanship  and  seaman- 
ship, Fleet  Commanders  in  Chief  (FLTCINCs)  encourage  their  units  encountering 
suspect  vessel  or  aircraft  to  send  information  in  the  following  format: 
a.  Time  of  sighting. 
b.  Position. 
c.  Heading. 
d.  Speed. 
e.  Altitude  (if  a  plane). 
V-3 
UNCLASSIFIED
UNCLASSIFIED 
f.  narrative  (transponder,  markings,  color,  engine  number,  etc.)* 
Immediate  precedence  message  should  be  sent  to  the  FLTCINC,  nearest 
regional  national  narcotics  border  interdiction  system  (NNBIS)  center,  and  the 
Coast  Guard  Intelligence  Coordination  Center.  Message  addresses  are: 
--CINCLANTFLT  NORFOLK  VA, 
--CINCPACFLT  PEARL  HARBOR  HI, 
—COORD  GULF  REGION  NNBIS  NEW  ORLEANS  LA, 
—COORD  SE  REGION  NNBIS  MIAMI  FL, 
—COORD  NE  REGION  NNBIS  NEW  YORK  NY, 
—COORD  PAC  REGION  NNBIS  LONG  BEACH  CA, 
— COGARD  INTELCOORDCEN  WASHINGTON  DC. 
(ISC  D.  COLE,  USN,  NNBIS,  GULF  REGION) 
LONG  BEACH  INTELLIGENCE  ACTION  GROUP  (IAG)  ESTABLISHED 
Intelligence  assistance  for  Surface  Squadron  ONE  (SURFRON  1)  and  other 
Long  Beach-based  Naval  Surface  Force,  Pacific  (NAVSURFPAC)  ships  has  been 
limited  to  Imported  briefings  and  training  provided  by  San  Diego-based  intel- 
ligence units  because  a  intelligence  support  facility  is  not  in  the  Long  Beach 
area.  To  remedy  this  situation,  the  Long  Beach  Intelligence  Action  Group 
(IAG)  was  established  to  assist  fleet  units  fulfill  their  intelligence  train- 
ing requirements,  to  develop  a  dynamic  intelligence  awareness  program  for 
ship's  crews,  and  to  provide  predeployment  intelligence  training  and 
briefings. 
Composed  of  Intelligence  Specialists  from  USS  NEW  JERSEY  (BB-62)  and 
USS  PELELIU  (LHA-5),  the  Long  Beach  IAG  works  for  the  COMNAVSURFPAC  Assistant 
Chief  of  Staff  for  Intelligence  (N2).  Currently  headed  by  the  senior  IS 
assigned  to  USS  NEW  JERSEY,  the  IAG  consists  of  USS  NEW  JERSEY  Snoopy  Team 
members  and  volunteer  ISs  from  USS  PELELIU.   These  intelligence  professionals 
are  charged  with  providing  direct  support  to  the  COMSURFRON  1  Staff,  SURFRON 
1,  and  other  Long  Beach  ships.  The  IAG  assists  in  establishing  or  upgrading 
shipboard  intelligence  programs,  maintaining  adequate  intelligence  libraries, 
coordinating  formal  training  for  the  Snoopy  Team,  and  improving  shipboard 
intelligence  collection  and  reporting  procedures.  They  report  their  findings 
V-4 
UNCLASSIFIED
directly  to  the  COMNAVSURFPAC  N2,  ensuring  that  the  chain  of  command  is  kept 
equally  informed. 
(U)  Designed  to  last  no  longer  than  4  hours,  each  assist  visit 
includes  a  debrief  for  the  Commanding  Officer  and  the  Executive  Officer.  The 
IAG  schedules  follow-up  visits  to  provide  intelligence  assistance,  training, 
and  support,  including  an  assessment  of  improvement,  scheduling  necessary 
schools,  and  general  intelligence  awareness  briefs. 
(CAPT  E.  A.  BROOKES,  USN,  COMNAVSURFPAC  N2) 
CTF  168  AT  SEA 
V-5
I 
(U)  Duty  for  1630s  and  ISs  within 
the  post  in  Singapore,  offers  a  variety  o 
around  the  world.   The  Assistant  Naval  At 
for  a  lieutenant  commander  or  commander, 
or  first  class  Intelligence  Specialists, 
duty  in  Singapore  and  life  in  the  island 
with  an  interest  in  photography,  and  a  re 
a  post  to  be  considered. 
the  Defense  Attache  System,  such  as 
f  challenges  in  interesting  cities 
tache  in  Singapore  is  a  1630  billet 
and  the  DAO  has  two  billets  for  chief 
There  is  no  language  requirement  for 
nation  is  comfortable.   For  those 
sistance  to  sunburn,  DAO  Singapore  is 
(CDR  PAUL  KIDDER,  USN,  ASSISTANT  NAVAL  ATTACHE,  USDAO  SINGAPORE) 
V-6
VI.   FLEET  INTELLIGENCE  SYSTEMS 
COORDINATOR'S  COLUMN  by  CDR  SKIP  OLSEN,  USN 
(U)  After  a  successful  Initial  Operational  Test  and  Evaluation,  the 
Fleet  Imagery  Support  Terminal  (FIST)  program  was  the  subject  of  a  NAVELEX 
Acquisition  Review  Board  (NARB)  and  a  Sponsor's  Program  Review  (SPR),  both  of 
which  were  concluded  successfully.  With  the  signing  of  the  Test  and  Evalua- 
tion Master  Plan  (TEMP),  a  limited  production  contract  will  be  signed  with 
Northrop  Corporation.  The  acquisition  process  works  slowly,  but  It  works. 
(U)  In  response  to  the  continuing  requests  for  biographic  information 
on  military  and  political  personalities,  we  are  incorporating  biographic  data 
in  the  Naval  Intelligence  Processing  System  (NIPS)  Data  Base.  You  should  have 
received  the  initial  release. 
(U)  Our  efforts  in  developing  analytical  aids  continue  unabated. 
Some,  like  the  Developmental  Aircraft  Reports  Tracker  (DART)  and  Developmental 
Submarine  Analysis  Testbed  (DSAT),  have  been  providing  assistance  to  analysts, 
with  varying  degrees  of  success,  for  some  time,  while  the  Developmental 
Unified  ELINT  Tracker  (DUET)  was  Installed  at  NAVOPINTCEN.   The  Developmental 
Surface  Analyst  Testbed  (DSURT)  is  a  "documentation-only"  DWARF,  while  the 
Prototype  Ocean  Surveillance  Terminal  (POST)  is  a  dynamic  software  package 
running  on  an  HP  9020C. 
(U)  The  "bottom  line"  for  all  our  efforts  Is  you,  the  fleet  user.  If 
you  have  any  questions,  comments,  or  suggestions,  please  provide  them  and  we- 
will  do  our  utmost  to  respond  immediately  and,  hopefully,  positively. 
NIPS  INTELLIGENCE  CENTERS  (ICS)  DESK  TALK  by  Maj  I.  L.  HOLDREDC.E,  USMC, 
and  GySgt  T.  MOSES,  USMC 
(U)  FLEET  IMAGERY  SUPPORT  TERMINAL  (FIST) 
(U)  Since  our  last  Newsletter,  the  FIST  has  undergone  some  major 
developments  and  milestones ° 
VI-1
(U)  We  continue  to  work  on  the  FIST  concept  of  operations  and 
implementation  plan.  We  have  distributed  a  strawraan  to  the  fleet  so  your 
comments  can  be  incorporated  into  the  final  product. 
(U)  GySgt  Moses  has  completed  and  puhlished  the  preventive 
maintenance  manual  for  the  Honeywell  VGR-4000  hard  copy  device.   Use  of  this 
manual  will  help  prevent  or  solve  some  of  the  problems  you  have  encountered. 
(U)  Northrop  has  finished  four  production  units  for  non-Navy 
users.  Even  though  not  destined  for  Navy  use,  they  incorporated  the 
recommendations  you  submitted.   The  keyboard  and  trackball  shelf  can  be  pushed 
into  the  cabinet  for  ease  of  storage;  the  dual  disk  drives  have  been  moved 
from  the  computer  area  to  above  the  monitor;  the  computer,  hard  copy  unit,  and 
image  processor  have  been  merged  into  one  cabinet  under  the  keyboard;  a 
message  display  screen  is  located  between  the  monitor  and  the  keyboard  (this 
will  replace  voice  coordination  via  the  KY-8);  and  the  Honeywell  hard  copy 
device  has  been  replaced  by  the  VISOR  D  (a  unit  proven  In  sea  service  with  the 
French  Navy) . 
(U)  See  Figures  (1)  and  (2)  for  recent  and  projected  FIST 
assignments. 
(U)  You  may  have  heard  this  before,  but  It  is  still  valid.  We 
realize  the  need  for  spares  for  the  demonstration  FISTs,  but  only  a  limited 
amount  of  money  is  available  for  their  purchase.  One  source  of  spares  Is  the 
FIST  we  have  set  aside  as  the  "worldwide  spare."  Although  the  system  can  be 
deployed  for  a  high  priority  contingency,  its  main  use  is  as  a  source  of 
spares  for  demonstration  units  afloat  and  ashore  that  must  be  repaired 
immediately.   The  spares  problem  will  go  away  with  the  arrival  of  the 
production  units  which  will  he  fielded  with  full  spares  kits. 
(U)  NIPSSA  Is  sponsoring  a  FIST  decal  design  contest.  The  contest 
is  open  to  all  fleet  FIST  users.   The  winner  and  winning  entry  will  be 
published  in  a  future  issue  of  the  Newsletter.  The  FIST  logo  should  center 
around  the  idea  of  imagery  transmission.   Due  to  the  cost  of  producing  the 
decals,  It  is  requested  that  the  number  of  colors  be  kept  to  a  minimum. 
Submit  your  entries  to:   Naval  Intelligence  Processing  System  Support  Activity 
(NIPSSA-41),  4600  Silver  Hill  Rd.,  Washington,  D.C.  20389-5000. 
VI-2
FIST  DEPLOYMENT  CHRONOLOGY:   JANUARY  1984  -  MAY  1985 
c: 
o 
> 
in 
in 
M 
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m 
o 
FIST TWO 
FICPAC 
Since  September  1982 
FIST THREE    FICEURLANT 
Since  April  1983 
FIST  ONE 
FIST  FOUR 
FIST  FIVE 
1984 
FIST  FIVE 
FIST  SEVEN 
JAN 
RANGER 
INDEPENDENCE       ** NORTHROP 
GUAM 
FEB 
RANGER 
INDEPENDENCE/KENNEDY 
NORTHROP 
GUAM 
„ 
MAR 
* NORTHROP 
KENNEDY 
NORTHROP 
GUAM 
APR 
NORTHROP 
KENNEDY/SARATOGA 
NORTHROP 
GUAM/NASSAU 
MAY 
KITTY  HAWK 
SARATOGA 
NORTHROP 
NASSAU 
JUN 
KITTY  HAWK/AMERICA 
SARATOGA 
ENTERPRISE 
NASSAU 
JUL 
AMERICA 
SARATOGA 
ENTERPRISE 
NASSAU 
AUG 
AMERICA/ENTERPRISE 
SARATOGA 
ENTERPRISE 
NASSAU/SHREVEPORT 
G 
<  SEP 
ENTERPRISE/EN  ROUTE  SARATOGA/AMERICA 
ENTERPRISE 
SHREVEPORT 
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V  OCT 
EN  ROUTE/NAVELEX 
AMERICA/EISENHOWER 
ENTERPRISE 
SHREVEPORT 
INDEPENDENCE 
> 
en 
w  NOV 
*** NAVELEX 
EISENHOWER 
ENTERPRISE 
SHREVEPORT 
INDEPENDENCE 
CO 
M 
DEC 
NAVELEX 
EISENHOWER 
ENTERPRISE/EN  ROUTE 
1985 
SHREVEPORT 
SHREVEPORT 
INDEPENDENCE 
INDEPENDENCE/VINSON 
M 
PI 
JAN 
NAVELEX 
EISENHOWER 
EN  ROUTE 
FEB 
NAVELEX 
EISENHOWER 
EN  ROUTE /TARAWA 
SHREVEPORT/SAIPAN 
VINSON 
PROJECTED FIST  DEPLOYMENTS 
MAR 
NAVELEX 
EISENHOWER 
TARAWA=>MIDWAY 
SAIPAN 
VINSON 
APR 
NAVELEX 
EISENHOWER=>MIDWAY 
MIDWAY 
SAIPAN 
VINSON 
MAY 
NAVELEX 
NIMITZ 
MIDWAY 
SAIPAN 
VINSON->CONSTELLATION 
* 
** 
At  Northrop  for  preventive  maintenance. 
At  Northrop  as  worldwide  spare. 
***  At  NAVELEX,  ST.  Inigoes,  MD,  for  refurbishment  and  service  as  source  of 
worldwide  spares. 
FIGURE  1
PROPOSED  FIST  SKIP  IMPLEMENTATION 
FY-86 
MIDWAY 
SARATOGA 
FY-87 
MT.  WHITNEY 
FORRESTAL 
RANGER 
BELLEAU  WOOD 
INCHON 
KENNEDY 
CONSTELLATION 
NIMITZ 
KITTY  HAWK 
LA  SALLE 
PELILEU 
GUADALCANAL 
AMERICA 
ENTERPRISE 
CORAL  SEA 
INDEPENDENCE 
CORONADO 
NASSAU 
OKINAWA 
SAIPAN 
VINSON 
EISENHOWER 
FY-88 
BLUE  RIDGE 
IOWA 
TARAWA 
WISCONSIN 
I  WO  J  IMA 
NEW  ORLEANS 
FY-89 
o 
> 
to 
to 
•n 
M 
O 
ROOSEVELT 
LINCOLN 
TRIPOLI 
LHD(s)  (5) 
< 
1 WASHINGTON 
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NEW  JERSEY 
> 
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© 
FIGURE  2
FLEET  FIST  COMMENTS.   FROM  FICEURLANT— FIST:   AN  OPERATIONAL  PERSPECTIVE 
by  LCDR  J.  HOEY,  USN,  FICEURLANT 
(U)  Based  on  this  experience,  a  number  of  observations  can  be  made 
concerning  FIST: 
(U)  Terminal  flexibility.  The  flexibility  and  capability  of  the 
terminal  is  impressive.  There  is  no  limitation  to  the  type  of  image  that  can 
be  transmitted.   Data  ranging  from  imagery  to  charts  and  fingerprints  have 
been  transmitted.  Annotation  capability  makes  it  extremely  easy  to  present 
the  data  in  the  most  descriptive  and  useful  format. 
VI-5
f 
I 
(U)  FICEURLANT  has  been  actively  involved  in  a  number  of  other 
aspects  of  FIST.  Over  250  people,  ranging  from  flag  officers  and  Congres- 
sional subcommittee  members  to  fleet  operators,  have  been  briefed  or  trained 
on  the  operation  of  FIST.   FICEURLANT  has  produced  a  comprehensive  training 
manual  and  provided  copies  to  fleet  units.   Currently  a  standard  operating 
procedures  manual  for  LANTFLT  is  under  development  to  include  such  information 
as  formatted  message  summaries  and  support  requests,  basic  troubleshooting 
procedures,  procurement,  and  training. 
VI-6
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NIPS  DATA  BASE  DESK  TALK  by  IS1  JON  THOMAS,  USN 
In  response  to  fleet  requests,  the  NIPS  Data  Base  is  now  enhanced  with 
biographic  information  that  is  being  distributed  to  the  fleet  through  the  NIPS 
Augmentation  Program  (NAP)  and  the  Shipboard  Microfiche  Program  (SMP). 
NIPSSA-42  has  recently  accumulated  biographic  data  that  is  being 
updated  regularly  from  COMSEVENTHFLT,  CIA,  and  DIA.  This  information  has  been 
forwarded  to  NISC-61  for  miniaturization  in  a  biographic  microfiche  format  to 
be  distributed  to  NIPS  capable  ships  through  the  NAP  and  the  SMP. 
CIA  initially  provided  approximately  4,000  biographies  which  included 
chiefs  of  state,  ministers  of  defense,  mayors,  and  prime  ministers  of  various 
countries  of  interest.  DIA  provided  additional  biographic  data  on  military 
personnel. 
NIPSSA  will  receive  approximately  6,000  updates  to  this  BIO  rfata  base 
biannually  from  CIA.   In  addition,  2,000  -  3,000  updates  will  be  provided 
annually  by  DIA. 
NAP  tabulates  the  biographic  files  and  their  contents  which  have  been 
microfiched  for  the  miniaturized  data  base.  The  reference  Index  consists  of 
the  following: 
I.  Long  Title  of  Biographic 
II.  Short  Title 
III.  Accession  Number 
IV.  Subject 
VII.   Topic  (Biography) 
Parts  I,  II,  and  III  are  intended  primarily  to  serve  as  library  document 
accession  tools.   Part  IV  of  NAP  is  where  the  subject  of  your  search  can  be 
initially  located  and  retrieved  by:   country  of  personality,  subject  within 
country,  and  name  of  personality  (last  name,  first  name,  rank  or  position, 
photo,  and  personal  history).   Part  VII  is  the  topic  (Biography,  e.g.;  long 
title:   biographic  data— Italy.)  Part  V,  object  category,  and  part  VI,  object 
class,  will  not  be  used. 
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This  biographic  data  will  be  combined  with  the  reference  index 
(publication  file').  The  major  difference  lies  with  the  accession  number 
order:  biographies  will  have  the  prefix  BIO. 
OSIS  MANAGEMENT  DESK  TALK  by  LT  PAUL  GARDELLA,  USN 
The  DART  system  installed  at  FOSIF  WESTPAC  has  been  operating  for  over 
a^  year.  We  have  learned  a  lot  about  how  to  automate  the  air  problem  (in  some 
cases  how  not  to  automate  it)  and  have  made  several  modifications  or 
enhancements  to  the  system.  There  are  still  some  problems  which  plague  the 
system,  but  we  are  trying  to  correct  these.   In  the  meantime,  we  are  providing 
lessons  learned  to  the  OSIS  Baseline  Upgrade  (OBU)  folks  to  help  them  build  an 
effective  aircraft  reports  tracker  in  Phase  II. 
DSAT,  a  prototype  system  to  develop  and  validate  submarine  analysis 
requirements,  is  currently  accessible  to  analysts  at  NAVOPINTCEN,  SAC,  CNO 
(IP)  and  CINCLANTFLT,  and  will  soon  incorporate  Phase  II  capabilities.  These 
focus  on  providing  increased  auto-input  and  auto-correlation  of  data;  enhanced 
display,  annotation,  and  data  manipulation  features;  and  readiness  and 
statistical  analysis  tools  geared  toward  forecasting  trends  and  activities. 
Expansion  of  DSAT  to  CINCPACFLT  and  connectivity  to  the  1-2  network  is  also  in 
the  works. 
Although  not  a  formal  DWARF  effort,  NIPSSA  and  NAVOPINTCEN  tasked  the 
Naval  Ocean  Systems  Center  (NOSC),  San  Diego,  to  produce  functional  and  data 
base  descriptions  of  a  DSURT.   This  documentation,  some  of  which  has  already 
been  delivered,  will  define  requirements  and  analytical  techniques  for 
processing,  correlation  and  interpretation  of  multi-source  intelligence  on 
Soviet  surface  forces.   DSURT* s  conceptual  foundation  will  draw  heavily  upon 
the  successes  of  DSAT  and  DUET,  and  will  provide  surface  analysis  requirement 
input  to  the  development  of  SEAWATCH  III  and  OBU. 
Though  it's  been  a  long  time  in  coming,  the  DUET  system  is  finally 
something  we  can  see  and  touch.   Though  we  will  not  see  a  DUET  system  at  any 
of  the  OSIS  sites,  we  feel  a  valuable  contribution  has  been  made  to  the  OBU 
effort  by  passing  on  the  expertise  gained  through  building  the  system  to  the 
people  building  the  OBU  ELINT  correlator/tracker.  We  are  still  highly 
optimistic  that  DUET  will  provide  NAVOPINTCEN  with  a  viable  ELINT  capability. 
In  the  last  Issue  of  the  Newsletter,  you  read  about  the  POST.  At  the 
time,  its  performance  had  not  been  adequately  evaluated.  We  now  know  enough 
about  it  to  proceed  with  plans  to  deploy  the  system  to  the  OSIS  sites.   POST 
VI-8 
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is  still  experimental  so  we  are  expecting  continual  feedback  from  the  sites  to 
fold  back  into  POST  as  future  enhancements.  We  recognize  that  POST  will  not 
solve  the  ELINT  problem  in  OSIS— it  was  not  designed  to.  However,  given  that 
it  is  only  an  interim  solution  until  the  arrival  of  OBU,  we  think  it  will  give 
you  enough  to  make  it  worthwhile. 
Last,  but  not  least,  personnel  changes  in  the  OSIS  Management  Division 
have  occurred.   CDR  Dean  Baird  was  transferred  to  the  Navy  Space  and  Warfare 
Systems  Command  (formerly  NAVELEXSYSCOM)  to  take  the  helm  of  the  Afloat 
Correlation  System  (ACS)  Program.   His  relief  is  CDR  Scott  Schneberger.  We 
are  pleased  to  welcome  aboard  Mr.  Don  Gerbozy,  formerly  of  FICPAC,  and  LTJG 
Stan  Slver  who  comes  to  us  from  VA-75  in  Oceana,  Virginia.  Don  will  provide 
some  needed  computer  expertise.   This,  coupled  with  Stan's  recent  fleet 
experience,  will  add  strength  to  our  OSIS  Division. 
Don't  forget,  we're  here  to  "support  the  fleet"  so  don't  hesitate  to 
call  if  you  need  anything.   Our  AUTOVON  numbers  are  293-3512/3^44/3645. 
RE/IEW  OF  OBU  by  LCDR  SKIP  SAMPSON,  USN 
Introduction 
The  history  of  conflict  has  shown  that  victory  does  not  always  go 
to  the  numerically  superior  force.   Often  the  deciding  factor  has  been  a  force 
multiplier:   effective  command,  control,  communications  and  intelligence 
(C  I).   Today  as  never  before,  the  U.  S.  Navy  needs  reliable,  rapid 
communications  and  accurate,  timely  intelligence  to  offset  the  increasing 
threat  of  the  Soviet  Navy.   The  Ocean  Surveillance  Information  System  (OSIS) 
is  an  essential  element  of  the  Navy  Command  and  Control  System  (NCCS)  which  Is 
helping  to  fulfill  this  need. 
The  mission  of  OSIS  has  been  clearly  stated:  OSIS  shall  receive, 
process,  and  disseminate  timely,  all  source  ocean  surveillance  information  on 
mobile  targets  of  Interest  above,  on  and  under  the  oceans  to  the  Navy  and 
other  services  at  all  levels  of  command. 
In  order  to  accomplish  this  mission,  OSIS  requires  an  effective 
and  secure  automatic  data  processing  (ADP)  system.   Currently,  this  is  the 
OSIS  Baseline  Subsystem  (OBS).  OBS  was  installed  at  five  of  the  six  OSIS 
nodes  to  handle  the  flow  of  locational  data,  provide  word  processing 
capabilities,  and  assist  In  analysis  through  display  and  manipulation  of  data. 
Though  fully  operational  by  1979,  it  was  quickly  stressed  beyond  its  limits  by 
increasing  data  flow  and  operational  tasking.  Recognizing  that  the  ADP 
VI-9 
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support  at  the  sites  had  become  the  key  limiting  factor,  a  contract  was  let 
for  a  replacement  system  called  OSIS  Baseline  Upgrade  (OBU),  which  is  the 
subject  of  this  article.   The  Commander,  Navy  Space  and  Warfare  Systems 
Command  (PDW-120)  manages  the  program  with  requirements  and  guidance  coming 
directly  from  the  Director  of  Navy  Command  and  Control  (OP-094)  and  the 
Director  of  Naval  Intelligence  (OP-009).   TRW,  Inc.  is  che  prime  contractor 
for  OBU. 
OSIS  Baseline  Upgrade  (OBU) 
Approach.  OBU  is  designed  as  an  integrated  system,  with  all 
modules  having  their  place  within  the  whole.   It  will  retain  the  functional 
capability  of  the  existing  OBS,  enhance  that  capability  through  new  hard- 
ware and  software,  and  provide  additional  capabilities.  By  design,  OBU  will 
exceed  the  performance  of  OBS  in  such  areas  as  number  and  types  of  targets 
handled,  number  of  operator  workstations,  display  and  graphic  capability, 
speed  of  operation,  target  tracking  and  correlation,  message  handling,  and 
security.  OBU's  integrated  architecture  eliminates  any  single  point  of 
failure,  provides  protection  against  power  surge  or  loss,  and  allows  ease  of 
maintenance  and  repair. 
Schedule.   The  first  of  three  phases  of  OBU  is  scheduled  to  be 
operational  in  December  1986.   Phase  I  is  the  Intelligence  Support  Group 
(ISG),  which  is  essentially  the  hardware  and  software  replacing  the  current 
OBS  plus  additional  capabilities.  Phase  II  is  the  Operations  Support  Group 
(OSG),  which  supports  the  CNICs  and  their  staffs  in  London,  Norfolk,  and 
Hawaii.  Phase  III  will  incorporate  enhancements  to  both  the  ISG  and  OSG. 
Although  the  sequence  of  OBU  installation  has  not  been 
determined,  installation  is  slated  for  five  OSIS  nodes  (Rota,  Norfolk,  London, 
Hawaii,  and  Kami  Seya),  NMITC,  and  C0NU3  support  sites.   Another  key  OSIS 
player,  NAVOPINTCEN,  will  upgrade  its  ADP  system,  called  SEAWATCH,  during  the 
same  time. 
Hardware.  The  basis  ISG  site  configuration  will  consist  of 
the  following  hardware  and  analyst  workstations: 
3  host  computers    DEC  VAX  8600;  each  processing  at  4.2 
million  instructions  per  second 
(MIPS)  and  having  32  MB  memory. 
10  workstation      DEC  MICROVAX  II;  8  MIPS,  4MB  memory, 
drivers  62MB  hard  disk  and  dual  40PKB  floppy 
disk  drives. 
Star  Coupler        Couples  host  processors  and  disk  farm. 
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Dual  Ethernet  Bus 
12  A/N  work- 
stations 
8  graphics — A/N 
workstations 
1  system 
workstation 
System  printers 
Storage  devices 
Couples  all  the  CPUs  (host  and  MICRO- 
VAX  lis). 
Ann  Arbor  Guru  alphanumeric  (A/N) 
large  screen  terminals  (56  line 
display)  with  amber  screen. 
High  resolution  (1,280  x  1,024) 
Genisco  8000  series  color  graphics 
terminals  each  linked  with  a  Guru 
terminal. 
Three  Guru  terminals  for  system 
manager  acess  to  the  host  computers. 
A  site-specified  mix  of  high  speed  and 
dot  matrix  printers  and  color  and 
black  and  white  graphics  copiers. 
Removable  and  nonremovable  hard  disks 
and  magnetic  tape  drives. 
(U)  Capabilities  at  Phase  I. 
(U)  Automatic  Correlator  Tracker  (ACT).  The  OBU  ACT  is  of 
particular  importance  in  that  it  deals  with  the  essence  of  fleet  support: 
event-by-event  locational  reporting.   The  ACT  is  designed  to  function  in  a 
fully  automatic  mode,  with  analyst  interaction  required  only  to  resolve 
correlation  ambiguities.   It  automatically  receives  incoming  contact  reports 
and  continually  accomplishes  contact-to-track  and  track-to-track  correlation. 
Pre-  and  post-correlation  filters  are  available  in  the  ACT. 
(U)  The  ACT  correlates  by  unique  and  non-unique  attribute  data, 
ELINT,  and  spatial  information.   In  general,  the  ACT  will  first  attempt  to 
correlate  using  unique  attributes  coupled  with  a  geo-feaslbility  check.  ELINT 
data  is  correlated  using  the  Target  Evaluation  and  Recognition  by  Extraction 
of  Statistical  Attributes  (TERESA)  algorithm  and  statistics  drawn  from  the 
Naval  ELINT  Analysis  Tool  (NEAT).   TERESA  is  designed  to  track  an  emitter  on  a 
specific  ship  while  developing  parametric  ranges  for  that  emitter  and  was 
chosen  specifically  for  its  automatic  correlation  capabilities.   The  Maneu- 
vering Target  Statistical  Tracker  (MTST)  algorithm  is  used  for  statistical 
correlation  of  spatial  data.  MTST  is  also  the  algorithm  accepted  for  general 
use  by  the  member  systems  of  the  over  the  horizon  (0TH)  community,  giving  OBU 
a  high  degree  of  commonality  with  other  OTH  correlation  and  tracking  systems. 
VI-ll
(U)  In  cases  where  correlation  does  not  occur,  the  contact  and 
likely  tracks  afe  presented  to  the  analyst  for  resolution.  Tools  such  as 
time,  distance,  speed,  and  bearing  calculations,  automated  EL1NT  tools  drawn 
from  NEAT  and  editing  functions  are  available  to  the  analyst  to  assist  in  his 
decision.   Also  available  is  the  capability  to  dead  reckon  (DR)  tracks  using 
land  mass  avoidance. 
(U)  Automatic  Message  Handling  System  (MHS).  Another  important 
feature  of  OBU  is  the  MHS,  which  is  capable  of  automatically  processing  all 
incoming  messages.   If  desired,  a  site  could  operate  in  a  paperless  environ- 
ment using  the  features  of  the  MHS.   Specifically,  this  capability  consists  of 
the  automated  receipt,  retrieval,  display,  distribution,  sorting,  and  deletion 
of  formatted  and  narrative  messages.   Input  message  filters  are  available  in 
eight  general  categories  (e.g.,  alerts,  event-by-event).   Each  category  can 
have  256  filters,  with  128  enabled  per  category  at  any  one  time. 
(U)  All  messages  (input  and  output)  are  logged  and  stored  online 
for  7  days.  After  that  time,  they  are  stored  offline,  with  storage  criteria 
and  duration  determined  by  the  site. 
(U)  Analyst  Support  Terminals.   OSIS  analysts  can  interface  with  the 
system  from  alphanumeric  or  graphic  workstations. 
(U)  Graphics  Workstations.  The  graphics  workstation  consists  of  a 
Guru  A/N  terminal,  a  Genesco  color  graphics  terminal,  a  keyboard  and  a  3" 
variable  rate  trackball,"  all  controlled  by  a  MICROVAX  II.   The  majority  of 
analyst  interaction  is  with  the  MICROVAX,  with  only  occasional  access  to  the 
host  computers.   This  architecture  minimizes  the  number  of  interrupts  needed 
for  the  host  to  handle  analyst  queries  and  permits  much  faster  overall 
processing  of  the  system.   The  analyst  generally  downloads  working  files  into 
the  MICROVAX  and  performs  data  manipulation  and  analysis  there.  The  MICROVAX 
can  handle  up  to  300  tracks  and  2,500  contacts. 
VI-12
(U)  Analyst  commands  may  be  entered  in  a  variety  of  ways  (e.g., 
hard  or  soft  function  keys,  direct  command  entry  from  the  keyboard,  menu 
selection,  track  ball,  or  analyst-defined  macro  commands).   Also  available  are 
a  number  of  interactive  analyst  computational  tools  such  as  calculation  of 
distance,  bearing,  speed,  and  time  spans  between  locations,  calculation  of 
projections  and  intercepts  (Including  DR  or  tracker  projection  using  land  mass 
avoidance),  calculation  of  histograms  and  time-drift  plots  and  editing 
locatlonal  and  track  data.   Information  may  be  retrieved  from  the  data  base  by 
using  specific  sets  of  criteria  (e.g.,  all  Soviet  ships  in  a  geographic  area 
between  certain  times)  to  support  ongoing  analysis.  Further,  the  analyst  can 
request  and  display  weapon  and  radar  coverage  ranges  for  specific  platforms  by 
accessing  the  Technical  Data  Base.  Finally,  a  "HELP"  function  exists  to 
provide  assistance  to  the  user. 
(U)  The  mapping  available  in  OBU  is  the  World  Data  Bank  II,  which 
has  a  resolution  of  approximately  .5  nm.  Mercator  and  Polar  Stereographic 
projections  are  provided  in  Phase  I;  True  View  will  be  available  in  Phase  II. 
Up  to  99  levels  of  zoom  are  available  from  a  5  nm  by  5  nm  display  to  a  world 
map.   Land/sea  and  political  boundaries,  cities  and  special  areas  can  be 
displayed,  as  can  site-specified  geographic  overlays. 
(U)  A/N  Terminal.  The  A/N  workstation  is  a  Guru  terminal  and  a 
keyboard  driven  by  a  MICROVAX  II.  As  with  the  graphics  workstation,  most  of 
the  analyst  interaction  will  be  with  the  MICROVAX.   Such  functions  as  word 
processing,  message  generation,  and  system  queries  may  be  done  on  these 
terminals  (whether  stand  alone  or  as  part  of  a  graphics  workstation).   The 
terminal  screen  has  56  lines  total,  though  12  of  these  are  reserved  for 
classification,  prompts,  alerts,  command  entry,  and  system  status.   The 
analyst  may  use  all  44  lines  for  his  work  or  he  may  choose  to  work  in  the 
split  screen  mode,  which  results  in  two  screens,  each  of  22  lines.   In  this 
mode  he  may  accomplish  two  specific  tasks,  independent  of  the  other  if 
desired,  or  related,  such  as  copying  from  one  screen  to  the  other. 
(U)  The  word  processing  functions  of  the  A/N  terminal  are  roughly 
comparable  to  those  of  Wang.   In  addition  to  the  normal  editing  features,  some 
of  special  interest  to  the  OSIS  analyst  are  also  incorporated:  super  copy, 
glossaries  (called  Macros),  strikeover,  wrap-around,  vertical  scrolling, 
search,  search  and  replace,  and  pagination. 
(U)  Worth  mentioning  here  is  the  Macro  capability,  which  is  the 
stringing  together  of  OBU  commands.   The  Macro  in  OBU  can  be  used  for 
interaction  with  the  entire  system.   Further,  three  types  are  available:  the 
VI-13
normal  Macro  run  for  a  specific  reason,  a  Macro  that  has  built  in  stops  for 
user-supplied  inputs,  and  a  Macro  that  can  be  automatically  executed  on  a 
periodic  basis  (e.g.,  every  60  minutes). 
(U)  System  Management.  OBU  will  be  a  very  flexible  system  and 
responsive  to  operational  requirements.  To  effectively  use  this  flexibility, 
each  site  must  have  a  well  trained  ADP  operations  cell  for  system  management 
to  "tune"  the  system,  monitor  its  operations,  analyze  throughput  and  data 
flow,  ensure  up-to-date  security,  etc.   This  cell  nay  be  a  combination  of 
civilian  contractors  and  on  site  ADP  personnel.   Sufficient  diagnostics  are 
included  in  OBU  to  ensure  tvat  system  management  personnel  (both  dayworkers 
and  watchstanders)  can  monitor  the  system  and  detect  and  take  action  on 
problems  before  they  become  critical.  Further,  three  of  the  A/N  terminals 
plus  other  hardware  may  be  devoted  to  a  system  management  workstation. 
(U)  OBU  Maintenance  and  Performance.   Because  of  the  built-in  hardware 
redundancy  and  distributed  processing  software,  the  system  will  be  designed 
for  high  operational  availability.  When  failures  occur,  the  system  per- 
formance will  gracefully  degrade,  vice  ending  completely,  until  recon- 
figuration efforts  by  on  scene  personnel  are  completed.   Features  to  assist 
site  maintenance  efforts  include  automatic  recovery  from  failure,  online 
system  diagnostics  and  extensive  system  logs  to  aid  in  analysis  and  trouble- 
shooting. 
(U)  Security.  Much  of  OBU  design  is  driven  by  security,  as  is  much  of 
the  cost.  OBU  is  not  unique  in  this  regard  as  ADP  security  is  achieving 
greater  recognition  within  the  military.   Further,  OBU  is  touching  upon  areas 
of  security  where  there  is  no  precedence,  so  much  pioneering  work  has  been 
done.  At  IOC,  OBU  shall  be  accredited  for  operation  in  the  corapartmented  mode 
using  B2  requirements  delineated  in  CSC-STD-001-83  (DOD  Orange  Book)  as  a 
guide. 
(U)  Capabilities  at  Phase  II  and  III.   Phase  II  will  install  the 
Operations  Support  Group  (OSG)  which  will  integrate  blue  force  readiness, 
VI-14
UNCLASSIFIED 
locational  planned  movement,  and  planned  employment  data.  OSG  consists  of 
additional  graphics  and  A/N  workstations  and  large  screen  displays.  Phase  II 
also  provides  Collection  Management  and,  as  noted  elsewhere,  True  View  map 
projection.  Phase  II  further  upgrades  the  air  tracking  capability  of  the 
system  by  automatically  processing  sensitive  source  air  data.  Phase  ill  will 
enhance  both  the  ISG  and  OSG  and  is  still  in  the  definition  stage. 
Conclusion.   The  increased  rates  of  data  throughput  and  operational 
requirements  currently  experienced  by  OS IS  nodes  have  gone  far  beyond  the 
capabilities  of  its  existing  ADP  support  system,  OBS.  More  and  more,  OBS  is 
the  limiting  factor  In  OSIS  performance.   OBU  is  designed  to  enhance  the 
performance  of  the  OSIS  analyst.   It  will  automatically  perform  routine 
functions  (e.g.,  message  sorting,  contact  correlation)  while  at  the  same  time 
assisting  analysis  through  its  expanded  computational  capabilities.   OBU  will 
be  the  "force  multiplier"  for  the  OSIS  analyst. 
LCOR  Thomas  N.  Sampson  II  Is  assigned  to  the  Command 
Systems  Program  Office  (PDE-120)  within  the  Navy  Space 
and  Warfare  Systems  Command.   His  current  duty  centers 
upon  the  development  and  deployment  of  the  OSIS  Baseline 
Upgrade.   Prior  duty  stations  include  COMSIXTHFLT,  FOSIF 
ROTA  Spain,  Monterey  Naval  Postgraduate  School,  and 
Attack  Squadron  113  in  Leraoore,  California. 
ZENITH  150  PERSONAL  COMPUTER 
The  Navy  and  the  Air  Force  have  entered  into  a  joint  requirement 
contract  for  TEMPEST-approved  microcomputers  with  Zenith  Data  Systems 
Corporation.   The  award  was  for  the  Z-150  micro  plus  assorted  peripherals  such 
as  various  printers  and  plotters. 
The  Z-150  is  an  IBM  PC  compatible  personal  computer  which  essentially 
duplicates  the  performance  of  an  IBM  PC  In  all  areas.   The  primary  basic 
system  includes  a  Z-150  with  320K-bytes  of  RAM  (random-access  read/write 
memory),  two  360K-bytes  disk  drives,  a  monachrome  monitor,  keyboard,  MS-DOS 
(operating  systems),  basic  interpreter,  diagnostic  software,  and  required  user 
manuals  for  less  than  $3,000.   The  secondary  basic  system  additionally 
Includes  a  lOM-byte  removable  disk  cartridge  unit  for  under  $4,300.   Various 
optional  peripherals  such  as  color  monitor,  letter  quality  printer,  graphics 
plotter  and  software  such  as  high-level  language  compiles,  Multlraate  Wordstar, 
Lotus  1-2-3,  d  Base  II  are  extra.   Both  Mail  Back/Carry  In  and  On-Call, 
On-Site  Maintenance  are  available. 
VI-15 
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UNCLASSIFIED 
The  Z-150  PC  may  be  the  "total  solution"  for  your  Intelligence  related 
personal  computing  needs.  It  is  a  system  with  IBM  PC  compatibility  to  access 
the  wealth  of  software  and  peripherals  developed  for  the  IBM  PC.   The  Z-150  PC 
is  compact,  lightweight  and  features  a  detached  keyboard.  But  productivity  of 
any  computer  system  depends  to  a  significant  degree  on  the  software  selected. 
The  Z-150  PC  allows  a  selection  from  the  full  range  of  16-bit  software 
developed  for  the  IBM  Personal  Computer.   Whether  It  is  direct  Intelligence 
support  or  more  general  Intelligence  Management  support,  the  Z-150  appears  to 
meet  the  full  spectrum  of  requirements  of  a  stand-alone  PC. 
For  additional  information  see  NAVDAC  Advisory  Bulletin  #68  dated  19 
October  1984. 
NIPSTRAFAC  NOTES 
REVISED  JUNIOR  AFLOAT  INTELLIGENCE  OFFICER  COURSE  AT  NIPSTRAFAC 
A  review  of  the  Junior  Afloat  Intelligence  Officer  Course  and  the 
Afloat  Storage  and  Retrieval  (S&R)  Officer  Course  was  conducted  to  determine 
whether  course  content  was  up  to  date  and  adequate  to  meet  current  fleet 
training  requirements.   The  review  indicated  that  because  Junior  Afloat 
Intelligence  and  S&R  Officers  would  be  working  closely  in  the  operating  CVIC, 
both  would  benefit  from  some  cross  training.  The  new  course  is  designed  to 
provide  the  Junior  Intelligence  Officer  with  the  necessary  skills  and 
knowledge  to  effectively  manage  the  Multi-Sensor  Interpretation  (MSI),  Mission 
Planning,  and  S&R  areas  of  the  NIPS  Afloat  Intelligence  Center  (IC).   Informa- 
tion is  provided  on  the  overall  capabilities  of  the  Afloat  IC,  and  detailed 
information  is  provided  on  the  operations  and  equipment  of  the  MSI,  Mission 
Planning,  and  S&R  functions.  Emphasis  is  placed  on  the  Interface  of  the 
intelligence  files  (NIPS  Data  Base)  with  photo  reconnaissance  products  and 
their  use  to  support  the  tactical  commander.  The  initial  junior  afloat  course 
commenced  11  February  with  a  four  officer  class  representing  VF-102,  VF-103, 
USS  DWIGHT  D.  EISENHOWER,  and  USS  AMERICA. 
(CDR  F.  T.  COSTARINO,  USN) 
VI-16 
UNCLASSIFIED
NIPS  SUBSYSTEMS.  OSIS  NODES.  AND  AFLOAT  STAFFS  ROSTER 
PRIMARY  PERSONNEL  ROSTER  " 
o 
>  < 
W    M 
W     I 
M 
W 
O 
COMMAND 
INTEL  OFF 
CV  -  CARRIERS 
*USS  MIDWAY  (CV-41) 
*USS  CORAL  SEA  (CV-43) 
USS  FORRESTAL  (CV-59) 
USS  SARATOGA  (CV-60) 
USS  RANGER  (CV-61) 
USS  INDEPENDENCE  (CV-62)  (SLEP) 
(4/85  -  8/87) 
USS  KITTY  HAWK  (CV-63) 
USS  CONSTELLATION  (CV-64) 
USS  ENTERPRISE  (CVN-65) 
USS  AMERICA  (CV-66) 
USS  JOHN  F.  KENNEDY  (CV-67) 
USS  NIMITZ  (CVN-68) 
USS   DWIGHT  D.   EISENHOWER   (CVN-69) 
(COH  10/85  -  01/87) 
USS  CARL  VINSON  (CVN-70) 
POO,  THEODORE  ROOSEVELT  (CVN-71) 
CDR  LESLEY 
CDR  TOWER 
LCDR  CARRINGTON 
CDR  WILCOX 
CDR  POSEY 
CDR  OATES 
CDR  COODE 
CDR  WEBORG 
CDR  WADE 
LCDR  DUBOIS 
CDR  NEWMAN 
CDR  WILSON 
CDR  NIEUWSMA 
LCDR  STESHKO 
LCC  -  AMPHIBIOUS  COMMAND 
USS  BLUE  RIDGE  (LCC- 19) 
USS  MOUNT  WHITNEY  (LCC-20) 
LCDR  PFLUEGER 
LCDR  UTTERBACK 
ASST  INTEL  OFF 
LT  RUBBO 
LT  ALCOCK 
LCDR  BLYTHE 
LCDR  ABBOTT 
LT  GENT 
LCDR  PERANICH 
LCDR  STOLL 
LCDR  SEIGLE 
LCDR  OZOUF 
LCDR  RAMSAY 
LCDR  GRICE 
LT  BREEN 
LCDR  FOWLER 
LCDR  SANTEZ 
LT  SILK 
LT  DAMI 
CRYPTOLOGIC  OFF 
LT  DUFFY 
LT  HARRELL 
LT  HAYES 
LCDR  LINTHICUM 
LT  MCELRATH 
LT  NEWELL 
LT  PELHAM 
LT  DUFECK 
LT  LAFORCE 
LCDR  WOJDYLA 
LT  1UWEKY 
LT  PALUSZEK 
LT  PRODGER 
NONE 
CDR  WHITON 
CDR  DOHERTY 
o 
> 
w 
C/3 
l-H 
PI 
O 
LHA  -  AMPHIBIOUS  ASSAULT 
USS  TARAWA  (LHA-1) 
USS  SAIPAN  (LHA-2) 
USS  BELLEAU  WOOD  (LH.A-3) 
USS  NASSAU  (LHA-4) 
USS  PELELIU  (LHA-5) 
*CCTV-equipped  only 
LCDR  TURNER 
LCDR  THOMAS 
LCDR  ROARK 
LT  TUCMAN 
LCDR  SCHULTZ
COMMAND 
c 
5! 
O 
r- 
> 
< 
</> 
M 
C/i 
1-1 
l-« 
•»1 
M 
M 
O 
INTEL  OFF 
comcargru 
one: 
TWO 
THREE 
FOUR 
FIVE 
SIX 
SEVEN 
EIGHT 
CDR  C.  DAVIS 
CDR  CRABTREIi 
CDR  MARTIN 
CDR  ALEXANDER 
CDR  VINSON 
CDR  GRIFFIN 
CDR  WARSHAWSKY 
CDR  JACOBY 
CQMPHIBGRU 
ONE 
TWO 
THREE 
COMCRUDESCRU 
ONE 
TWO 
THREE 
FIVE 
EIGHT 
TWELVE 
CDR  BELL 
CDR  VANPERWEST 
LCDR  O'MALLEY 
CDR  DECKER 
CDR  PESZKO 
CDR  LAVEN 
CDR  ERSKINE 
CDR  SMITH 
CDR  CROWLEY 
COMIDEASTFOR 
CDR  SEIDEN 
COMPHIBRON 
ONE 
TWO 
THREE 
FOUR 
FIVE 
SIX 
SEVEN 
EIGHT 
LCDR  EAKIN 
LCDR  PATULLO 
LCDR  THOMAS 
LCDR  WILDMAN 
LCDR  IRWIN 
LCDR  STEWART 
LCDR  MAZURKIKWICZ 
LCDR  KEE 
ASST  INTEL  OFF 
LCDR  JACOBSON 
LCDR  MARTINI 
LCDR  RUZICKA 
LCDR  BORTMES 
LCDR  SAHRBECK 
LCDR  SCHUSTER 
LT  WHETSTINE 
LCDR  FAILMEZGER 
LCDR  BOURGEOIS 
CAPT  KACZMAR 
LT  SWORD 
LT  WELCfi 
LT  WE1NER 
LCDR  WILLIAMS 
CRYPTOLOGIC  OFF 
LT  SANSOM 
LCDR  JOHNSON 
LCDR  KEMHUS 
LCDR  BOYD,  JR. 
LT  F I MUZ 10 
LT  NIXSON 
LCDS  CULVER 
LCDR  WALTHER,  JR. 
ENS  HARDING 
LT  LEWANDOWSKI 
LT  COUVILLION 
LCDR  LYNN 
LT  JJRAKE 
LCDR  DUFEK 
LCDR  FITZSIMMONS 
LCDR  METHENY 
§ 
n 
> 
§ 
LT  TAGGERT
crtpo  m 
tow  I 
\o 
COMMAND 
FICs 
FICPAC 
FICEURLANT 
FOSICs/FOSIFs 
FOSIC  CINCLANTFLT 
FOSIC  CINCPACFLT 
FOSIC  CINCUSNAVEUR 
FOSIF  WESTPAC 
FOSIF  ROTA 
NIPSTRAFAC 
CO/QIC 
XO/AOIC/CIO/ISO  OPS/SWO 
CSG 
CAPT  JONES 
CAPT  LEVIN 
CDR  WALLS 
CAPT  SCHMIDT 
CDR  PORTERFIELD     LCDR  WE I OMAN 
CDR  DUNCAN  CDR  LEGROW 
CDR  LAUTENSCHLAGER  LCDR  KERCZ 
CAPT  SMITH 
CAPT  HELM 
CDR  PREVAS 
CDR  BULMER 
CDR  HOLLENDER 
LCDR  O'BRIEN     LCDR  KETTERER 
LCDR  SHELEHEDA 
LCDR  M.  WILLIAMS  CAPT  LEWIS 
LCDR  MARSH 
CDR  BARNETT 
CDR  BARTHOLOMEW 
CDR  COSTARINO   LCDR  GORE 
o 
> 
C/J 
en
UNCLASSIFIED 
VII.   SECURITY 
RETRIEVAL  AND  ANALYSIS  OF  NAVY  CLASSIFIED  INFORMATION  (RANKIN)  SECURITY 
CLASSIFICATION  GUIDES 
Many  people  have  never  used  a  classification  guide  to  determine 
whether  or  not  information  in  their  automated  data  bases  require  protection. 
If  you  are  one  of  these  people,  you  should  review  the  OPNAVINST  5513  series  to 
determine  which  guides  apply  to  programs  in  your  command.  After  reviewing  the 
instructions,  you  should  distribute  the  guides  to  technical  or  management 
people  in  charge  of  programs  or,  at  the  very  least,  let  them  know  where  the 
guides  are  maintained.   Encourage  periodic  review  to  make  sure  that  technical 
and  operational  Information  Is  properly  classified  or  controlled.   Statements 
limiting  distribution  may  also  be  appropriate  for  unclassified  publications. 
A  review  of  security  classification  guides  is  especially  Important 
when  small  sets  of  technical  data  In  Individual  data  bases  network  with  other 
data  bases.  While  Individual  items  may  be  unclassified,  the  aggregate  could 
be  classified  or  require  distribution  control. 
(NAVSECINVCOM) 
VII-l 
(RB) 
UNCLASSIFIED
UNCLASSIFIED 
VIII.   INTELLIGENCE  TRAINING  AND  EDUCATION 
DEVELOPMENTS  AT  THE  NAVAL  POSTGRADUATE  SCHOOL  (NAVPGSCOL) 
Editor's  Note:  The  following  excerpts  from  a  recent  letter  signed  by 
NAVPGSCOL  Superintendent,  RADM  R.  H.  Shumaker,  USN,  are  provided  for  your 
information. 
There  are  several  interesting  developments  taking  place  at  the 
NAVPGSCOL.  A  major  laboratory  Improvement  project  is  underway,  a  new  academic 
building  is  planned  for  FY-86,  a  technical  transition  program  has  started  for 
non-engineers,  and  a  Systems  Acquisition  Management  curriculum  has  been 
proposed  as  a  split  tour  between  the  NAVPGSCOL  and  a  Systems  command. 
RADM  Shumaker  expects  the  NAVPGSCOL  to  play  an  active  role  in 
supporting  the  new  Materiel  Professional  career  path.  An  advanced  degree 
earned  as  an  0-3  will  preserve  the  option  for  a  downstream  transition  at  the 
0-5  level.  An  advanced  degree  will  provide  the  analytic  skills,  judgment,  and 
maturity  needed  to  succeed  along  the  operations  path  as  well. 
VIII-1 
(RB) 
UNCLASSIFIED
UNCLASSIFIED 
IX.   INTELLIGENCE  OFFICER  DETAILER'S  DESK 
SELECTION  BOARDS 
The  following  Information  was  extracted  from  the  Naval  Military 
Personnel  Manual  and  the  latest  issue  of  Perspective.   It  is  intended  to 
help  you  prepare  for  future  selection  boards. 
If  you  are  being  considered  by  a  selection  board,  take  time  to  verify 
the  accuracy  of  your  record.   Order  your  microfiche  record  A  to  6  months  prior 
to  the  convening  date  of  the  board  and  review  it  for  completeness.  Officers 
and  enlisted  members  may  receive  a  free,  personal  copy  of  their  microfiche 
service  record  by  submitting  a  written  request  to  NAVMILPERSCOM  (NMPC-312), 
the  Military  Personnel  Records  Control  Branch.   See  NAVMILPERMAN  5030150  for 
detailed  instructions.   Be  aware  of  board  convening  dates  early  enough  to 
check  and,  if  necessary,  correct  your  record.   Selection  board  schedules  are 
published  in  the  Navy  Times  or  can  be  obtained  by  calling  NMPC-321,  the 
Selection  Board  Services  Branch,  at  AUTOVON  224-3105,  commercial  (202) 
694-3105. 
(NIC-01) 
IX-1 
(RB) 
UNCLASSIFIED
UNCLASSIFIED 
IS  COORDINATOR'S  COLUMN 
(Editor's  note:   The  telephone  number  for  the  IS  Detaller  is  commercial 
202-694-3133  or  AUTOVON  224-3133.) 
Liaison  with  ISCM  Fish,  former  IS  Rating  detaller \   indicates  that  all  too 
frequently  there  is  a  discrepancy  concerning  the  recording  of  an  individuals 
Navy  Enlisted  Classification  (NEC).  All  of  you  should  review  the  Enlisted 
Distribution  Verification  Report  (EDVR)  to  ensure  that  proper  coding  is 
reflective  of  the  NEC  you  hold.   If  your  NEC  is  in  error  you  need  to  take 
steps  to  correct  it  In  accordance  with  the  Navy  Enlisted  Manpower  and 
Personnel  Classifications  and  Occupational  Standards  Manual,  Section  II,  Navy 
Enlisted  Classifications,  NAVPERS  1806BD.   The  NEC  Is  a  true  Indication  of 
your  previous  training  and  in  some  cases  your  experience. 
In  conjunction  with  the  above,  it  is  a  very  good  idea  for  ISs  to  be 
cognizant  of  the  existence  of  other  manpower  documents.   I  realize  that  in 
most  cases  the  intelligence  divislon/departraent/command  relies  on  the  manpower 
people  to  monitor  the  manpower  issue.   I  would  recommend  that  beginning  T-rith 
the  paygrade  of  E-5,  ISs  become  familiar  with  the  following: 
— EDVR,  a  monthly  statement  of  the  activity's  personnel  account, 
reflecting  all  Individual  assignments,  including  projected  losses  and  gains; 
—Manpower  Authorization  (MPA),  OPNAV  1000/2,  shows  how  many  of  each 
paygrade  are  authorized  by  CNO  for  your  activity; 
—Officer  Distribution  Control  Report  (ODCR) ,  NAVPERS  1301/5,  a 
monthly  report  that  displays  each  officer  billet,  authorized  by  CNO,  and  the 
incumbent . 
In  addition  to  these  documents,  you  should  also  take  the  time  to  familiarize 
yourself  with  the  terms  Basic  Allowance  (BA)  which  Is  an  indicator  of  the 
billets  authorized  by  CNO  after  considering  current  budgetary  constraints, 
priorities,  and  manpower  policies;  and  Navy  Manning  Plan  (NMP)  which  is  the 
fair  share  distribution  of  total  available  IS  assets  to  your  command.   The 
above  documents  and  terms  will  help  you  better  understand  and  influence 
manpower  decisions. 
On  19  July  1985,  I  was  relieved  by  ISCM  Jim  Holmes.  He  comes  to  the  job 
with  excellent  credentials  and  will  be  able  to  use  the  skills  he  attained  at 
the  "A"  School  as  the  senior  instructor.   He  will  continue  the  difficult  task 
X-l 
UNCLASSIFIED
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of  monitoring  the  IS  Community  and  insure  that  our  billets  and  bodies  are 
coordinated. 
My  tour  in  Washington,  D.C.  was  a  most  educational  one.  The  interaction 
is  of  a  magnitude  that  I  find  difficult  to  explain.  Probably  the  best  way  to 
describe  the  job  is  that  it  was  frustrating  but  very  rewarding.   By  this,  I 
mean  It  takes  time  to  see  an  idea  come  to  fruition.  When  this  idea  is 
fulfilled  with  visible  concrete  Improvements,  it  is  very  gratifying. 
All  I  want  to  leave  you  with  is — the  people  in  Washington  cannot  make 
meaningful  decisions  without  your  valuable  input.  Keep  them  advised  and  offer 
solutions  to  any  problems  of  which  you  may  be  aware.   Continue  to  "blossom"  no 
matter  where  you  are  assigned. 
(ISCM  G.  L.  COBURN,  USN,  FORMER  NIC-113) 
IS  CAREER  PLANNING  AND  ADVANCEMENT 
(NIC-01  note:  We  received  the  following  article  from  Master  Chief  Johnson,  a 
member  of  the  FY-86  CPO  Selection  Board.  All  TSs  and  all  those  who  supervise 
ISs  should  read  it.) 
Each  of  us  has  great  interest  in  selection  boards.   Selection  boards 
seem  mystical:   they  operate  in  secrecy,  perform  some  deeds,  then  evaporate. 
After  the  results  of  a  board  are  announced,  some  people  are  elated,  some  are 
depressed,  and  some  wonder  what  happened.   Those  selected  traditionally  offer 
advice  which  often  sounds  something  like  this:   "This  is  the  way  to  get 
selected  because  it  worked  for  me." 
The  purpose  of  this  article  is  twofold:  to  provide  some  insight  for 
ISs  into  the  process  of  a  selection  board,  and  to  share  some  general  notions 
on  career  management. 
MENTOR:  As  early  as  possible  in  your  career,  find  as  senior  a  person 
as  you  can  and  pump  them  for  information,  for  advice.   You  don't  have  to  use 
it,  but  make  your  own  decision.   Discuss  your  long  term  career  objectives  with 
them.   This  is  more  extensive  than  the  "Sea  Daddy"  concept  because  It  should 
look  further  into  the  future.  Talk  to  a  person  who  Is  at  the  place,  or  point 
in  their  career  that  you  aspire  to  reach. 
OBJECTIVES:  Define  some  career  objectives,  specific  milestones.  If 
you  are  a  First  Class  for  example,  you  should  already  have  in  mind  how  you 
X-2 
UNCLASSIFIED
UNCLASSIFIED 
plan  to  get  to  Master  Chief.  An  assignment  should  be  looked  upon  as  a 
specific  building  block,  not  as  merely  something  to  do  for  the  next  two, 
three,  or  four  years.   Some  assignments  will  he  more  useful  at  a  given  point 
in  your  career  over  another  point.  An  example:  If  jrou  are  being  looked  at 
for  promotion  to  CPO,  SCPO,  or  MCPO  and  your  last  assignment  was' either  an 
independent  one,  or  you  simply  had  no  one  to  supervise,  you  may  be  doing  your 
self  an  injustice  by  taking  another  assignment  just  like  that.  There  can  be 
exceptions,  of  course.  Write  down  your  career  objectives,  the  milestones  to 
get  you  there,  and  the  people  whose  help  you  may  need  to  accomplish  it.  Of 
course,  it  is  okay  if  you  choose  a  comfortable  job  over  possible  advancement 
opportunities.  People  do  this  all  the  time;  but  know  why  you  are  doing  what 
you  are  doing,  and  don't  be  surprised  at  the  result. 
When  you  are  getting  ready  for  a  new  assignment,  are  you  primarily 
interested  In:   the  location,  the  command  Itself,  and  an  assignment  that  will 
help  you  develop  professionally  in  areas  where  you  may  be  presently  weak. 
DETAILER:   In  my  opinion,  this  Is  one  of  the  best  and  most  knowledge- 
able sources  of  information  available.   Since  1975,  every  IS  detaller  has 
worked  closely  with  me  to  improve  retention  and  expertise  In  ray  command,  or 
simply  to  get  someone  the  slot  they  wanted.  Detailers  know  which  commands  are 
"promoters"  and  which  jobs  are  also.  Your  career  is  too  important  to  attempt 
managing  It  without  actively  consulting  the  detailer. 
FRONT  RUNNERS:   What  are  some  of  the  things  that  consistently  separate 
selectees  from  nonselectees?  From  reading  lots  of  evaluations,  this  came 
through  to  me:   front  runners  seemed  more  Intense,  stretched  more  to  reach 
goals,  took  on  more  challenges,  recognized  more  opportunities  to  achieve  and 
to  help  others  develop.   The  question  comes  to  mind:   How  comfortable  are  you 
with  your  job?  Do  you  have  it  down  to  the  point  that  now  you  can  relax  some? 
How  Is  your  time  spent:   is  there  slack  in  your  time  on  the  job?  Do  you  feel 
you  are  performing  at  peak  proficiency?  Front  runners  seemed  to  allow  little 
slack  in  their  career.   A  key  word  to  remember:   Initiative!   Front  runners 
look  for  ways  to  expand,  look  for  additional  challenges.   Their  evaluations 
talked  about  improving  the  command  it*  ways. that  impacted  the  mission,  made 
significantly  better  use  of  scarce  resources,  and  balanced  superb  technical 
competence  with  the  ability  to  inspire  others. 
JOBS:   Some  jobs  offer  more  opportunity  than  others,  but  that  Is  no 
handicap  for  hard-chargers.  The  handicap  is  being  In  a  low-demand  type  job 
and  then  performing  In  an  ordinary  way.  There  were  examples  of  jobs  such  as 
this,  and  some  ISs  were  not  content  with  that:   either  they  appeared  to  make 
the  job  grow  or  they  reached  beyond  the  job  and  performed  outstandingly  with 
collateral  duties,  in  the  community,  or  In  self-development  through  Navy 
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courses  or  off-duty  college.  A  job  is  no  greater  or  poorer  than  the  person 
filling  it.  No  matter  how  many  words  are  used,  a  low-demanding  job  being 
filled  with  little  initiative  will  come  through  loud  and  clear  on  the  eval. 
Keep  in  mind  that  the  entire  period  of  service,  from  the  first  day  on, 
may  be  reviewed.  As  a  minimum,  the  most  recent  five  years  will  be  reviewed. 
That  means  consistent  performance  Is  what  the  IS  Community  and  the  Navy  is 
built  on. 
HERE  IS  THE  BEEF:   The  most  important  factors  are:   sustained  superior 
performance  for  a  period  of  at  least  five  years,  top  marks,  ranking  in  or  near 
the  top  of  your  peers,  top  marks  in  leadership  and  counseling,  with  credible 
comments  and  justification,  tours  that  offered  challenge  and  required 
stretching,  involvement  in  the  command  beyond  one's  job,  leadership  in  the 
community.  The  job  description  must  be  clear  and  comprehensive,  minimum 
jargon.  The  most  effective  bullets  start  with  a  power  action  verb  (e.g.s 
initiated,  developed,  identified  and  designed)  and  end  with  a  result  ("which 
improved  retention  by  37%,  reduced  transmission  time  by  18%,  saved  $47,500 
during  two  years,  etc."). 
EVALUATIONS :   It  is  recognized  that  a  difficulty  often  exists  when 
attempting  to  capture  the  details  of  IS  performance  because  of  the 
classification  problem.   You  can  overcome  this  by  using  this  little  model: 
INTENT,  ACTION,  and  RESULT. 
The  most  effective  bullets  describe  an  action  and  the  result  it 
obtained,  ideally  a  measurable,  quantifiable  result.   The  weakest  bullets 
described  only  Intent  (I.e.,  IS1  Soandso  thought  up  a  new  systen,  or  planned 
out  how  to  Improve  the  Center).   These  are  pretty  nebulous  because  It  cannot 
be  determined  how  IS1  Soandso  performed  (action/behavior),  or  the  quality  of 
the  new  system  (result/outcome). 
Where  possible,  start  with  action.   Define  the  action  taken  and  Its 
attendant  result.   This  Is  especially  good  when  benefit  can  be  shown,  even  If 
the  result  cannot  be  described  in  detail.   For  example,  "IS1  Soandso  studied 
this  data  for  two  months  and  was  the  first  to  identify  a  significant  feature 
that  NISC  had  flagged  as  a  priority  item.  Received  a  NISC  kudo  for  the 
effort." 
Significant  unit  deployments  or  activities  should  be  Indicated. 
However,  remember  this  eval  Is  about  the'  IS,  not  about  the  command.   A  good 
many  evals  used  valuable  space  describing  the  command.   The  board  cannot 
promote,  a  command.   Show  how  the  IS  performed  under  difficult  or  arduous 
circumstances,  dealt  with  stressful  situations,  took  on  big  jobs. 
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Peer  breakout  is  a  great  bonus  for  the  top  runners  In  a  command, 
especially  when  there  are  large  numbers  in  the  same  pay  grade.  Some  commands 
seemed  timid  about  this.   If  the  breakout  is  not  done  on  the  front  (in  the 
numerical  columns),  at  least  mention  on  the  back  the  person's  ranking  (i.e., 
this  PO  is  number  five  out  of  42  POl's  in  this  command;  or  this  ISl  is  number 
one  of  seven  ISl' s  at  this  command).  Saying  ISl  Soandso  is  the  best  in 
his/her  division  (without  elaborately  describing  the  division)  begs  the  issue. 
Another  way  for  this  to  be  useful  is  to  say  "top  five". or  "in  the  top  seven  of 
33." 
DETRIMENTS :   If  NJP  is  awarded,  say  so.   If  it  was  an  isolated 
incident  or  completely  out  of  character  for  the  person,  say  so.   If  there  was 
a  temporary  condition  of  reduced  performance,  describe  It  but  when  performance 
is  back  up  to  par  at  a  later  time,  be  sure  and  close  the  loop  by  stating  that 
the  temporary  condition  has  passed  and  performance  is  again  up  to  standards. 
When  there  is  a  drop  in  marks  with  no  apparent  reason  given  In  the 
narrative,  the  board  is  left  to  wonder  how  to  deal  with  it.   Was  it  an 
oversight,  or  did  the  command  actually  intend  the  drop.  Don't  be  coy  about 
this  if  you  want  your  input  respected  by  the  board. 
SERVICE  RECORDS:   ISs ,  it  is  your  responsibility  to  ensure  your 
promotion  jacket  contains  current  Information.  The  board  was  stymied  several 
times  because  of  missing  data.   On  other  occasions,  it  was  necessary  to  slog 
through  a  couple  of  Inches  of  stuff  a  person  submitted  to  the  board,  trying  to 
find  information  not  on  the  microfiche.   Please,  only  send  NEW  information, 
not  a  complete  rehash  of  the  entire  service  jacket.  Also,  copies  of  special 
request  chits  and  letters  from  home  are  seldom  useful. 
Before  you  send  in  anything,  check  the  fiche:   if  information  you 
consider  important  is  missing,  by  all  means  send  it  in.  Here  is  a  hint  on  how 
to  get  your  point  across  to  the  board:   make  sure  the  package  is  neat, 
correct,  and  easy  to  use,  an  index  on  the  first  page  Is  helpful,  all  the 
sheets  turned  the  same  way,  and  all  sheets  are  legible. 
This  package  reflects  you.   If  it  Is  neat,  informative,  and  easy  to 
use,  it  can  help  create  a  good  impression  of  you.   If  you  are  sloppy  about 
something  as  potentially  important  to  your  career  as  this,  what  does  It 
suggest  about  the  rest  of  your  professional  activities? 
Finally,  I  have  two  last  suggestions: 
FOR  THE  IS:   Keep  a  record  of  your  accoraplishmnnts  through  the 
year  and  keep  your  eval  writer  Informed,  not  just  at  eval  time  but  all  the 
time,  about  what  you  have  accomplished.   Before  you  sign  your  eval,  make  sure 
it  reflects  your  accomplishments  and  the  overall  character  of  duty  you  have 
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performed.   If  you  disagree  with  it,  it  is  your  responsibility  to  submit  a 
letter  of  rebuttal.  Keep  the  letter  of  rebuttal  to  the  point,  deal  with 
facts,  avoid  accusations  and  broad  generalized  statements.  The  board  will 
respect  this. 
FOR  THE  COMMAND:  An  eval  should  be  clear  enough  that  anyone 
reading  it  would  understand  your  message.   It  sometimes  seems  that  an  average 
performer,  for  Instance,  deserves  to  get  a  bland  eval.   There  are  two  parts  to 
this:  one  is  the  average  performance  of  the  Individual;  the  other  is  the 
average  performance  by  the  eval  writer. 
Sloppy  evals,  evals  that  are  hard  or  Impossible  to  read,  evals 
with  Incorrect  data,  evals  that  are  not  submitted  anywhere  near  on  time,  and 
finally  evals  that  fail  to  give  the  true  measure  of  the  IS  (regardless  of  the 
character  of  performance)  don't  do  justice  to  our  community!   I  want  to  point 
out,  though,  this  was  not  the  norm.   The  norm  was  well-prepared  evals  that 
were  a  credit  to  the  command. 
REFERENCE:   One  of  the  best  treatments  on  the  selection  process  was 
prepared  by  ISCM  Terry  Schroeder  last  year.   I  have  attempted  to  provide 
additional  insights  and  not  duplicate  his  article.  However,  I  recommend  that 
you  read  it  whether  you  are  up  for  selection  or  writing  evals  for  those  who 
may  be. 
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XI.   FROM  THE  DESK  OF  THE  NAVINTCOM  MASTER  CHIEF 
After  talking  with  Intelligence  Specialists  throughout  the  Navy,  I'm 
impressed  with  the  positive  attitude  and  professional  growth  ISs  have 
experienced  throughout  the  Intelligence  Community.   This  has  not  always  heen 
the  case.  Many  of  us  were  unsure  of  the  future  of  the  rating  and  perhaps 
unsure  of  our  own  ability  to  perform  professionally.   Fortunately,  the  tide 
has  turned  and  we  have  every  right  to  be  proud  of  our  rating.   Pride  and 
professionalism  is  abundant  In  the  Naval  Intelligence  Community. 
It  should  be  clear  to  all  of  us  that  each  IS  is  important  to  the  command 
mission,  the  Naval  Intelligence  mission,  and,  most  importantiv,  to  the  Navy. 
Quality  of  first  termers  is  at  an   all-time  high  and  retention  remains  stable. 
Retention  of  the  career  IS  has  never  been  better.   Sadly,  some  of  our  senior 
career  people  prefer  to  be  technicians  instead  of  petty  officers  or  chiefs. 
Those  who  are  leaders  are  hard-charging,  dedicated,  highly  motivated,  morally 
strong  ISs  that  we  heavily  rely  on  to  provide  the  professionalism  needed  in 
the  IS  Rating  and  Naval  Intelligence  Community. 
My  message  to  senior  petty  officers  and  chiefs  is  that  the  IS  Rating  has 
never  needed  you  more.   Now  is  the  time  to  be  a  professional  military  man  or 
woman.   It's  time  to  be  NAVY.  I  know  many  of  you  have  already  made  this 
commitment,  but  there  are  also  quite  a  few  that  need  to  hear  the  message  and 
become  professional  sailors. 
I  know  that  far  too  often  ISs  who  were  not  properly  trained  have  been 
given  less  demanding  duties  while  other  ISs  have  taken  up  the  slack.  No 
longer  can  we  allow  this  luxury.   There  are  no  excess  ISs.   Each  IS  must  be 
properly  trained  and  led.  They  must  be  able  to  perform  the  duties  they  were 
trained  for  at  IS  "A"  School.  We  must  start  now  to  motivate  them  better, 
provide  meaningful  on-the-job  training  (OJT)  opportunities,  and  care  for  them 
better.  We  need  to  develop  good,  .professional  ISs  and  future  leaders. 
You  senior  petty  officers  and  chiefs  can  make  the  difference.  The  Navy  is 
yours  and  mine  and  we  are  charged  with  this  re'sponsibllttv  In  the  Petty 
Officer  and  CPO  creeds.   To  sum  up  In  three  words— BE  A  LEADER. 
The  following  list  can  help  you  become  a  better  leader. 
A  Leader's  Personal  Check  List 
1.   Have  I  promulgated  a  clear  set  of  standards  for  my  division  or 
department? 
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a.  Are  these  standards  clearly  understood  by  ray  subordinates? 
b.  Are  these  standards  routinely  and  consistently  enforced  by  me 
and  ray  subordinates? 
c.  Do  ray  standards  accurately  reflect  Navy  standards  of 
discipline? 
d.  Do  my  standards  include  prohibition  of  drug  usage  and  drug 
dealing?  Alcohol  Abuse?   Inappropriate  conduct  aboard  and  ashore? 
2.  Have  I  promulgated  a  clear  set  of  policies  for  my  division? 
a.  Are  these  understood? 
b.  Are  these  policies  realistic  and  are  they  followed? 
c.  Do  these  policies  reflect  Navy  policy? 
3.  Does  ray  division  have  a  set  of  clearly  defined  priorities? 
a.  Are  ray  subordinates  involved  in  setting  priorities? 
b.  Are  these  priorities  based  on  achieving  maximum  readiness  for 
war? 
c.  Are  ray  priorities  realistic,  given  my  resources? 
A.  Do  I  have  a  clear  understanding  of  the  resources  available  to  me? 
a.  Have  I  inventoried  my  resources  (fiscal,  manpower,  skills, 
experience,  equipment,  sustainabllity)? 
b.  Do  ray  POs  manage  their  resources  effectively? 
c.  Do  ray  POs  match  command  priorities  to  division  resources? 
d.  Do  my  POs  clearly  understand  the  level  of  our  command 
sustainabllity? 
5.   Does  ray  division  exhibit  a  -high  level  of  military  professionalism? 
a.  Are  my  POs  effective?   Are  the  leadership  skills  of  my  POs 
at  a  high  level? 
b.  Are  we  a  disciplined  division? 
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c.  Do  we  have  a  professional's  sense  of  pride? 
d.  Do  we  have  a  winning  attitude? 
e.  Do  we  consistently  look  and  act  like  professionals? 
6.  Does  my  division  have  a  high  level  of  technical  professionalism? 
a.  Are  we  well  trained? 
b.  Is  ray  training  program  linked  to  my  priorities  and  does  it 
recognize  my  resource  limitations  and  ray  training  shortfalls? 
ready? 
c.  Is  ray  training  clearly  geared  to  making  my  division  mission 
d.  Do  we  conduct  a  realistic  testing  of  our  technical  skills? 
e.  Are  we  tactically  proficient? 
7.  Are  we  an  involved  division? 
a.  Am  I  an  active  teacher  and  counselor  for  my  CPOs  and  enlisted? 
b.  Are  my  CPOs  and  POs  active  as  teachers  and  counselors? 
c.  Are  we  all  involved  in  safety,  discipline,  communicating,  and 
retention? 
d.  Do  we  care  about  each  other? 
e.  Do  we  know  each  other? 
f.  Do  we  communicate  with  each  other  face  to  face? 
8.  Does  my  division  retain  its  sense  of  balance  and  its  perspective 
or  are  buried  in  detail? 
a.  Do  we  really  understand  our  mission? 
b.  Do  we  have  a  clear  and  honest  view  of  our  strengths  and 
weaknesses? 
c.  Have  we  lost  our  sense  of  humor? 
9.  Does  my  division  or  department  have  the  will  to  fight  and  win? 
XI-3 
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warriors? 
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a.  Are  we  mentally  and  physically  tough? 
b.  Are  we  physically  fit? 
c.  Do  we  clearly  understand  that  we  are  first  and  foremost 
d.  Finally,  do  my  CPOs  and  enlisted  clearly  understand  that  we 
can  win  only  if: 
(1)  We  are  disciplined, 
(2)  We  are  trained,  and 
(3)  We  are  a  team?" 
10.   Does  my  division  have  a  strong,  visible,  and  effective  chain  of 
command? 
a.  Do  ray  CPOs  and  POs  clearly  understand  their  military  and 
technical  functions  within  the  chain  of  command? 
b.  Do  all  members  of  the  unit  clearly  understand  the  critical 
role  of  the  chain  of  command  In  the  comhat  readiness  of  this  command? 
If  you  follow  this  check  list  you  will  see  leadership  really  does  work. 
You  will  become  the  LEADERS  needed  In  the  IS  Rating  and  the  Navy. 
I  sincerely  look  forward  to  hearing  from  and  working  with  each  of  you. 
(ISCM  JTERRY  L.  SCHROEDER,  USM,  FORMER  NIC-00MC) 
XI-4 
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XII.   RECOGNITION  CORNER  by  CDR  JOHN  R.  LEWIS,  USNR-R 
Soviet  Surface-to-Air  Missiles 
This  Recognition  Comer  asks  you  to  identify  the  Soviet  surface-to-air 
missile  system,  usually  just  from  the  launcher,  and  the  associated  fire 
control  radar.   I  considered  scrambling  them,  but  thought  that  was  un- 
nessarily  cruel.   I'm  asking  for  the  SA-N-  number,  not  the  NATO  nickname 
that  starts  with  a  G,  such  as  GOA. 
All  Soviet  naval  missile  systems  are  known  by  their  NATO  designations. 
When  we  discover  the  Soviet  designation,  the  use  of  the  NATO  name  has 
become  so  common  that  conversion  would  require  republishing  a  huge  number 
of  references.   In  fact,  we  become  so  accustomed  to  the  NATO  nickname  that 
many,  especially  the  press,  begin  to  believe  the  SA-N-  numbers  and  the  names 
are  the  real  Russian  names. 
F-VL-fc^' 
I .      SA-N- 
and 
fire  control    radar. 
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2.   SA-N- 
and  the 
fire  control  radar. 
3.   SA-N- 
Why  is  there  no  fire  control  radar  shown? 
XII-2 
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4 .      SA-N- 
anri   the 
fire  control  radar. 
XII-3 
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6.   SA-N-       and  the 
fire  control  radar. 
^1 
7.   SA-N-       and  the 
fire  control  radar. 
XII-5 
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ANSWERS  TO  THE  RECOGNITION  CORNER 
1.  The  SA-N-3  with  HEADLIGHTS.   The  photograph  is  of  a  HEADLIGHTS  C 
to  be  exact.  HEADLIGHTS  C  has  solid  twin  reflectors  on  the  top  and  a  small 
dish  located  below  and  between  the  large  twin  mesh  dishes.   The  SA-N-3 
missile  launcher  can  be  distinguished  from  the  SA-N-1  because  the  top  of 
the  rails  are  smooth. 
2.  The  SA-N-4  and  POP  GROUP.   The  twin  launcher  for  the  SA-N-4  is 
shown  here  raised,  a  rare  condition.  The  launcher  retracts  Into  the 
cylindrical  magazine  and  usually  only  a  split-coin  cover  is  seen. 
3.  SA-N-5.   There  Is  no  fire  control  radar  because  the  missile  is 
the  naval  version  of  the  SA-7,  an  individually  fired,  heat-seeking  homing 
missile.   Seen  here  is  the  naval  stand,  no  SA-N-5  launch  tubes  have  been 
clamped  into  this  stand,  but  the  four  clamps  can  be  seen  where  the  tubes 
fit.  With  the  advent  of  the  head-on  capable  version,  the  Intelligence 
Community  has  curiously  designated  the  new  version  with  a  new  number, 
SA-N-8.   As  this  missile  is  supplied  to  the  Soviet  Fleet  the  SA-N-5 
designation  will  disappear,  probably  in  just  a  few  years. 
4.  The  SA-N-1  and  the  PEEL  GROUP.   Shown  here  is  the  PEEL  GROUP  A. 
A  PEEL  GROUP  C  would  have  a  fair  sized  dish  projecting  out  from  the  center 
of  the  array. 
5.  The  SA-NX-9.   The  associated  fire  control  radar  is  the  CROSS 
SWORDS  which  is  only  on  the  most  recent  UDALOY  DD.   Photographs  of  CROSS 
SWORDS  are  still,  in  short  supply  and  an  unclassified  one  was  not  available 
for  this  article. 
„T0ft„6*^The  SA"N"6  3nd  T0P  D0ME-   This  P^ture  is  of  the  installation 
on  KIROV.  There  are  twelve  doors  for  the  vertically  launched  missile  and 
the  tops  of  the  missile  rings  are  not  visible.  On  SLAVA  there  are  eight 
launch  positions  and  the  top  of  the  missile  ring  is  visible. 
7.   The  SA-N-7  and  FRONT  DOME.   The  SA-N-7  launcher  Is  a  single  arm 
launcher  reminiscent  of  the  U.  S.  Navy's  TARTAR.   Only  the  SOVRENNYY  Class 
D  carries  it  so  far. 
XII-6 
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OFFICE  OF  NAVAL  INTELLIGENCE  ORGANIZATION  CHART 
AS  OF  APRIL  1986 
o 
> 
V) 
PI 
a 
< 
i 
AIDE  (OP-009A1) 
LT  GEVING 
697-3960/70261 
DIRECTOR  OF  NAVAL  INTELLIGENCE 
RADM  W.  0.  STUDEMAN  (OP-009) 
  695-3944/697-3960 
DEPUTY  DIRECTOR  OF 
INTELLIGENCE   (OP-009B) 
MR.  R.  L.  HAVER 
694-4408 
ASST  DNI  FOR  ADMIN 
(OP-009D)LCDR  BARKELL 
694-0228 
ASST  DNI  FOR  OPERA- 
TIONAL SUPPORT  (OP-009G) 
CAPT  MOORE    697-4199 
(ASST  DNI  FOR  INTER- 
AGENCY COORD  (OP-009K) 
I CAPT  WILBOURNE  695-4727 
ASST  DNI  FOR  FOREIGN 
LIAISON  (OP-009L) 
CAPT  BRONSON  695-5333 
ASST  DNI  FOR  TECHNOLOGY 
(OP-009T)  CUR  MURPHY  (A) 
697-4384 
ASST  DNI  FOR  JOINT  NAT 
INTEL  DEV  (OP-009U) 
CAPT  BETTS  763-3462 
ASST  DNI  FOR  FOREIGN 
COUNTER  INTEL  (OP-009X) 
RADM  FYNNN  763-3750 
EXECUTIVE  ASSISTANT 
(OP-009A)  CAPT  SAENZ 
695-0124/74869 
DEPUTY  DIRECTOR  OF 
INTELLIGENCE  (OP-009C) 
RADM  J.  S.  MCFARLAND 
695-2988 
ASST  DNI  FOR  CURRENT 
INTELL  (OP-009I) 
CDR  HERRINGTON  697-2916 
ASST  DNI  FOR  LEGAL  MATTERS 
(JAG)  (OP-009J)  LCDR  GENZLER 
697-0077 
ASST  DNI  FOR  PLANS  & 
POLICY  (OP-009P) 
CAPT  CLARK  697-6071 
ASST  DNI  FOR  RESOURCES 
(OP-009R) 
CAPT  LAPIERRE  697-2070 
v. 
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> 
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m 
o 
ASST  DNI  FOR  SPECIAL 
PROGRAMS  (OP-009V) 
MR.  LOWELL 
695-9217 
ASST  DNI  FOR  RESERVE 
AFFAIRS  (OP-009W) 
CAPT  ZICKAFOOSE  695-6255 
ASST  DNI  FOR  ANALYSIS 
(OP-009Y)  CAPT  EGLIN 
694-0310 
Exchange/AUTOVON 
694  224 
695  225 
697  227 
763         293
NAVAL  INTELLIGENCE  COMMAND  ORGANIZATION  CHART 
AS  OF  APRIL  1986 
HEADQUARTERS 
NAVAL  INTELLIGENCE  COMMAND 
NIC-00        COMNAVINTCOM 
RADM  D.  N.  HAGEN  763-3552 
NICKEL  TEAM      ! 
CDR  SWEETMAN-763-3412J 
NIC-OOA   AIDE/FLAG  SECRETARY 
CW02  RUGEN    -  763-3552 
NIC-OOMC   COMMAND  MASTER  CHIEF 
ISCM  FISH  (P)      763-3551 
o 
t-1 
> 
c/i 
NIC-SBO  -  SPEC  ASST 
FOR  CIVILIAN  PERS  , 
MS.  MOORE  -  763-3542 
NIC-OOR  -  SPECIAL 
ASST  FOR  R&D 
CAPT  RILEY  -  695-9217 
NIC-OOZ  -  INSPECTOR 
GENERAL 
MR.  RUNYON  -  763-3557 
NIC-OOC 
DEPUTY  DIRECTOR 
MR.  D.  HARMAN 
763-3556 
NIC-OOB 
DEPUTY  AND  CHIEF  OF  STAFF 
CAPT  W.  H.  CRACKNELL 
763-3552 
ASSISTANT 
COMMANDERS 
NIC-Ol 
MANPOWER, 
PERSONNEL & 
TRAINING 
CAPT  BUCKLEY 
763-3544 
NIC-02 
FINANCIAL 
MANAGEMENT/ 
COMPTROLLER 
MS.  SWIFT 
763-3410 
NIC-0  3 
OPERATIONS 
CAPT  WEST 
763-3595 
COMPONENT  COMMANDS 
NIC-OOS  -  SECRETARY 
MRS.  BISHOP  763-3554 
N1C-00E  -  DEPUTY 
EQUAL  OPPORTUNITY  OFF 
MR.  ANTOINE  763-3540 
N1C-00J  -  DIR,  JNIDS 
CAPT  BETTS  763-3462 
N1C-00N  -  ASST  FOR 
ATTACHE  AFFAIRS 
CAPT  IDLEBERG  763-3440 
NIC-OOQ  -  ASST  FOR 
PROCESSING  SYSTEMS 
CAPT  MCKNIGHT  763-3406 
NIC-CSO  -  CONSOLIDATED 
SECURITY  OFFICE 
MR.  MARTZ     763-1282 
N1C-05 
DATA  MANAGEMENT 
AND  PRODUCTION 
CDR  JAMES 
763-1614 
CO,  NISC 
CAPT  HOLIFIELD 
763-2120/21 
CO,  NAVOPINTCEN 
CAPT  LOVELAND 
763-3694/95 
CO,  NIPSSA 
CAPT  MCKNIGHT 
763-3506/07 
CTF  168 
CAPT  WEST 
763-3595 
Exchange/AUTOVON 
695    225 
763    293
NAVAL  SECURITY  GROUP 
ORGANIZATION  CHART 
AS  OF  APRIL  1986 
ASST.  FOR 
PLANS,  PRO- 
GRAMS, BUDGET 
&  RESOURCES 
MANAGEMENT/ 
COMPTROLLER 
GD  CAPT  C.  W. 
MORRIS 
282-0491 
FORCE  MASTER 
CHIEF 
GE 
CTTCM  R.  H. 
ANDERSON,  III 
282-0264 
INSPECTOR  GEN 
GK 
CAPT  J.  P. 
OGREN 
282-0306 
HEADQUARTERS 
NAVAL  SECURITY  GROUP  COMMAND 
COMMANDER 
G 
RADM  D.  H.  MCUOWELL 
282-0444 
DEPUTY  COMMANDER 
GB 
CAPT  J.  C.  LEWIS 
282-0444 
a 
•z 
o 
w  < 
t-l  ■ 
"1  <*> 
l-H 
m 
a  - ASSISTANT  COMMANDER 
(SPECIAL  OPERATIONS) 
G50 
F.  STEVENS 
282-0236 
so 
"   I    CAPT  T 
ASST. COMMANDER 
(SIGNALS SECURITY) 
G60 
CDR  A. FOGERSON 
282 
-0479 
ASST.    COMMANDER 
(TECHNICAL  DEVELOP- 
MENT) G80 
CAPT  D.    W.   CAPBELL 
282-0630 
ASST.    COMMANDER 
NAVSECGRU 
FT.    MEADE  GF 
CAPT  E.   J.   SULLIVAN 
688-6446 
Exchange/AUTOVON 
282  292 
688  235 
ASSV. 
COMMANDER 
(PERSONNEL/ 
TRAINING) 
G10 
CDR  D.   L. 
CURRIE 
282-0459 
SPECIAL 
ASST. 
FOR 
SECURITY 
MR.  G.  G. 
HENRIKSEN 
282-0235 
MARINE  CORPS 
GM    ASSISTANT 
LTCOL  J.  E.  DEICHMAN 
282-0251 
ASST.  FOR 
RESERVE  PLANS 
&  READINESS 
GR 
RADM  W.  J. 
MILES  282-0201 
ASST. 
COMMANDER 
(TELECOMMUNICA- 
TIONS &  AUTO- 
DATA  SYSTEMS) 
G30  CAPT  J.  . 
LEONARD   282-0758 
ASST. 
COMMANDER 
(LOGISTICS  & 
MATERIEL) 
G40 
CAPT  G.  E. 
HUKE  282-0531 
m 
a
UNCLASSIFIED 
01  attribution: 
stol  Al 
A2A 
o 
IS 
21A 
22A 
2M1 
2M1 
2311 
2U2 
23B3 
21B4 
24* 
240 
24E 
2»C 
24H 
26* 
260 
26P5 
26P1A 
26F3B 
26H 
26IJ 
26H 
2ev 
26CC 
7.6HH 
J6Qqi 
2MK12 
26YY 
26000 
26HKH 
26KKX 
26PP? 
2** 
241 
znci 
7.AC3 
2H  J I 
28J2 
2«<l 
(laaedtatt  Offlct  of  cht  Stertcary)  (Sacrttary  of  eh*  Kevy  (1 
coplea),    Aeelacant    Secretary  of    tilt  Navy   Raeeareh.   Engineering 
and  Syerene  (I  copy),  find  Manpower  and  Reeerve  Affaire  (2 
copies)) 
(DepArtaert  of  the  Nevy  Stsff  Offtcaa)  (Office  of  Pregraa 
Appraleel.  Judge  Advocate  Control,  and  Chttf  of  Navel  Reoearch, 
only) 
(Chltf  of  "aval  Optcattona)   (Opt  IW«,  Don,   DMA,  0090,  009C. 
009E.  00)C,  00*1,  004J.  0091.  009L,  009P  (2  coptta),  009R, 
009T.  O09V.  MM,  DOW.  O09Y  (2  coplta),  00,  01,  02.  224,  0), 
J5     17,   572.  04,   4),  OS,    5060.    55.   59.  06C,   642.   09«.  »l.  922, 
UO,  442.  944C,  045,  095C.  •82,  986.  987,  098,  Otto,  IJ2E10, 
00R,  and  0«,  only) 
(Headquarttre  U.S.  Marino  Corpa)  (Cadtt  INT,    INTC.   Itrm,   INTF, 
XNTS,   and   IKTt.  only)  , 
(Stcrttary  of  Otf.net)   (Codta  C  I/TIS,  and  DU3D(P)/XPS.  only) 
(Sptetal  Agenclee,  Staffa,  loarda.  and  Coaaltteee)  (JCS  (1 
coplta);  OER.  OtA  (65  coplta):    N1A  (5  coplta);   Otftnaa  Language 
Xnecttute.  Foreign  Lenguage  Cantor;  OtC  (Coded  A1S1  (1  cony) 
and  AI51B  O  copltt).  only) 
{Otftnat  Happing  Agency  Coaponanca  and  Elaaenta)  (Oaftnaa 
Mapping  Agancy  Hydrogrephlc/Topegraphlc  Center;  H1A  Offleo 
Norfolk;  OKA  Branch  Offlca  Jaeheonvllle:  DHA  Offtca  San  Dltgo; 
Dtftnat  Happing  Agtncy  Aeroepace  Ctnttr;  end  Doftnat  Happing 
School,   Ft.  gtlvolr.  only) 
(Colltgt  and  Unlverelcy)   (National  Dtftnao  Unlvcralty,  National 
War  Colltgt.  and  Anacd  Forcee   Staff  Colltgt.  only) 
(Coiaaandant.  U.S.   Coaat   Ouard  (C-OIS-J)  (ATTN:     CTC-0)) 
(Flttt  Coaaandtra  In  Chltf  and  Datachaent  (ltaa  CINCUSNAVEUR 
DZT)  (5  coplta  tach)) 
(flttt  Conttandara) 
(Naval   Force  Conaander  LANT)  (C0MNAVF0RAZ0RES  and  C0HKAV1CC. 
only) 
(Naval    Forct  Coaaandar   PAC)    (C0HHAVP0RJAPAN,    COMNAVMARIAHAS, 
COMUSNAVPHIL.  COKKAVFORXOREA.    and  C0HNAVF0RKOREA  DET  CHIC 
CHINHAE,  only) 
(Naval   Force  Conaander  CNO)  (COHIiSXAVCEHT,  only) 
(Sptclal  Forct  Coeaonder  LAN?) 
(Sptclal    Forct  Conaander   PAC)    (C0KCARSTRJ0A5EVENTHFLT, 
COHSUAFCOHaATAllTFORSEVENTHFLT,  and  COHPATRECOHFORSEVENTHTtT, 
only) 
(Sptclal  Forct  Coaaandere) 
(Sptclal  Forct  Coaaandtra  CENTRAL)  (COHIOESTFOR) 
(Air  Forct  coaaandere) 
(Surface  Forct  Coaaandtra)  - 
(Nine  Warfare  Coaaand) 
(SubaerlM  Forea  Coaaandtr) 
(Fleet  Training  Coaaanda) 
(Aaphibloua  Croup) 
(SEAL  Taaa  and  SEAL  Otllvtry  Vthlclt  Ttaa) 
(Optraclonal  Teat  and  Evaluation  Forct  Coaaandar) 
(Operational  Ttat  and  Evaluation  Foret.  Deputy  Coasander 
Pacific) 
(Operational  Teat  and  Evaluation  Forct  Detechatnt  Sunnyvalt) 
(Fleet  Training  Croup) 
(Nuclear  Ueaeone  Training  Croup) 
[VR   inthore  Undtreea  Warfare  Croup)  (COMNRtUVCRU  ONE,  only) 
(Landlnt   Fcrct  Training  Cnaaand)  (CO.   LFTCLAKT  (2  coplta)) 
(Flttt  Coordinating  Croup) 
(Coablned  Serviced  Support  Prograa  School) 
(Special   Uarrare  Croup   LANT)    (CONKAVSPFCVARCAU  TVO.   CO, 
NAVSFECUARUNIT  TUO.    A»0  CO,    nAVSPF.CWAAUNIT  FOUR.,    only) 
(Sptclal  Warfare  Croup  and  Unit   PAC)  (COMNAVSPECWARCRU  ONE.  and 
NAVSPECWAAUNIT  INF,   onlv) 
(Fleet  Ocean  Surveillance   Infnrattlon  Paclttty  O  coplea  each)) 
(Fleet  Coebat  Sytteae  Training  Unit) 
(Fleet  Coapoelte  Operational   Reedlneee  Croup) 
(Tacclcel   Training  Croup) 
(Flett   tntettlRtnce  Support  Center  (5  coptep)) 
(Cirrler  *rouo>   (Lett  CWARCHU  5) 
(Cruleer-Oteiroyer  Croup) 
(Surfact  Croup   LANT)   (COHSURFWAAOEVCaU,   only) 
(Surface  Croup  and  Force  Rtpreatntatlve  PAC)  (COMMavSURFCIII 
nlOPAC  and  COHNAVSl'AFCRU  VESTPAC.  only) 
(Service  Croup  and  Squadron.   LANT)  (COHSERVCRu  2,  only) 
(Service  Croup  and  Squadron,    PAC)  (COHSERVCRU  1,  only) 
(Submarine  Croup  and   Squadron,   LANT)  (COHSU9CRU  2,  COHSUIOU  A, 
and  COHSUIOU  A,  only) 
Distribution: 
2IU 
2IL 
21A2 
29B 
29EI 
29C2 
2911 
2IL2 
2»AAI 
11A 
urn 
)2C 
42AI 
42A2 
42a] 
4211 
4212 
4201 
4202 
42E 
42J 
42R 
42L 
4i* 
42N 
42P 
42SI 
42S2 
42T 
42U1 
4211 
42> 
422 
4291 
42CCI 
42CC2 
42CO 
4200 
42CC 
42HH 
4">>1 
45AJ 
45B 
45V 
;<■« 
1*C1 
VA 
500 
5«e 
(Cont'd) 
(Subaarlne  Croup  and  Souadron  PAC)  (COMSUICRU  I,  COTISUiau  7, 
and  COHSUICRU  ••   only) 
(Aaphibloua  Squadron) 
(Culded  Hlaallt  Crulatr  PAC  (COyCM))  (USS  UlttlAM  N. 
STATOLET  (CC-S2),   and  USJ  TRUX/TON  (CCN-55).  only) 
(Aircraft  Carrier  (CV)  (CV1>)  (J  coplta  etch) 
(Oeatroyer  LANT  (OS)  B6I  Claaa)  C-SS  O'BANNON  (00-B87),  and  LSS 
PETERSON  (00-'6«).   onlv) 
(Dtatroytr  PAC  (OD)  161  Claaa)  (CSS  OLOENDORP  (00-»72>,  only) 
(Frigate  LANT  (FP),  1078/1097  Claaa)  (USS  HOINESTIg  (FF-1097), 
only) 
(Frlgact  PAC  tfP),    1078/1097  Clatl)  (USS  BREUTON  (FP-I0I6), 
only) 
(Culdtd  Maellt  Prlgatt  UNT  (FFC)  7  Claaa  and  Flttt  Intro- 
duction Ttaa)   (PCO.   SV-ni  S.   ROBERTS  (FFC-59),  only) 
(Aaphibloua  Coaaand  Snipe)   ()  copltt  each) 
(Aaphibloua  Aaaault   Ship  LAST  (LKAI,   (LPH))   (CSS  CUAOALCANAl 
(LFH-7),    USS  CUAJt  (LPH-t),    USS   INCHON  (LFH-I2).  USS    WO  JIKA 
(LPIl-2).   USS  NASSAU   (LRA-4)    (2  copln),   and  USS  SAIPAN  (LBA-2) 
(2  coplta)! 
(Aaphibloua  Aaaault  Snip  PAC  (IRA),  (LPH))   (USS  9ELLEA0  UOOD 
(LAA-1)   (2  coplea),   USS  NEW  ORICASS  (LFFI-U),  L'SS  OKINAWA 
(LPN-3).    USS  PELELIC  (IHA-S)    (2  coptet),  USS  TAUWA  (LFIA-1)   (2 
coplea).  and  USS  TRIPOLI  (LPN-IO),  only) 
(Aaphibloua  Ship)  (USS  KISRA  (AE-I6),  only) 
(Flttt  Air  Coaaand  LA'iT)  (COHFAIRIEFUVII.  only) 
(Flttt  Air  Coaaand  PAC)  (C0MFAIR.15TPAC  OET  CUI1  FT,   only) 
(Flttt  Air  Coaaand  EUR)  (COHFAIRYEO) 
(^uoctlonal  wing  Coiuandtr  tnd  Scuadron  LANT) 
(Functional   wing  Co-gninjar   PAC)  (C^XASUWtWPAC.  COHTIIAEVWINC- 
FAC,  COHUTUINCFAC.   CCWATVAOUINCFlC,  anj  COHPATWINCSPAC,  only) 
(Flatt  Aviation  Sptclallttd  Optratlonal  Training  Crtup  LANT) 
(FASOTRACRULANT,  only) 
(Flttt  Aviation  Sptctallctd  Operational  Training  Croup  PAC) 
(FASOTRACRUFAC,  only) 
(Typt  win;  Coaaandtra) 
(Carrltr  Air  wing  (CVW)  (CVWR)) 
(Attack  Souadron)  (VA)> 
(Fighter  Squadron  (VF)  and  Wtapona  School) 
(Air  Antt-Subaarlne  Support  Unit) 
(Air  Antl-Subaarlnt  Souadron)   (VS)) 
(Patrol   wing  and  Squadron)   (VP)  (VP'.')> 
(Air  Ttat  and  Evaluation  Squadron  (IT)  and  Oeranographlc 
Oevelopatnt  Squadron  (l"!<<)  LANT)  OIRTEVRON  1   (vl-l).  only) 
(fttr  Teat  and  Evaluation  Squadron  (vr)  and  Antarctic  Oevtloa- 
aant  Squadron  (VXE)  PAC)  (A1RTEVI01  4  (VT-4).  AIRTEVP.ON  5 
(V7.-S),    and   ANTARTICOEVRON  6   (VXE-4),   only) 
(Tactical  Atr  Control  Croup  end  Squadron  (VTO) 
(Helicopter  Ccabat  Support   Squadron  LANT  (HO)  (RC-6,  HC-B,  aad 
HC-16,  only) 
(Helicopter  'lint  CounttnttlurtB  Squadron  (KM))   (CO,   REUIt^rtROH 
TWELVE,  only  (2  coplta)) 
(Fletc  Air  Rtconnalevance  Squadron  (VO)) 
(Tectleel  tltctronle  warfart  Squaaron  (VA3)) 
(Htllcoptcr  Antl-Subaarirtt   Squadron)  IHS) 
(Htllcoprtr   Antl-Subearint   Squadron,   Light   LANT  (HSD) 
(Htllcopter  Antl-Subnarlr.t   Squadron,  Light   PAC  (HSD) 
(Helicopter  Antt-Subetrint  Squadron,  Light  Reaarve  (HSD) 
(HSL-R4,  only) 
(Carrier  Airborne  Earlv  yarning  Squadron)   (VAW) 
(Strike   FIRhttr  Squadron  (VFA))   (VTA-106,    VFA-131,   VFA-1J2, 
VFA-25.    VFA-ll).    VFA-129,    and  VFA-V1.   only) 
(Helicopter  Attach  Squadron   Light  <UD) 
(Fleet   Harlot  Forct  Coaaanda) 
(Marine  Aophlhloua  Fjr:e> 
(•Urine  Olvmon)    {CO  FUST  HAADIV,   CO  SECOND  HARDIV.    and  CC 
THIRD  1AADIV,   only) 
(Brtqada   and  AnnhlhtOue  Vnlta)    (CC  FIRST  MAR  9DE,    CC  SIXTH  HAS. 
and  CC  SEVENTH  HAB.   onlv) 
(Aircraft  wing) 
(Alrcrafc  Croup)   (MAC  15,   only) 
(Unified  Cnaaande)   (VSC1SCPAC,   LSCtvCLAVT.   USCINCCEKT, 
and   USCINCSO,  only) 
(Subordinate  Unified  Cooaanda)  (COHUSKOREA,  COH1CE0EFOR,  and 
COHUSFORCARIB,   only) 
(Coeponenta  of  Unified  Cntaanda)  (CIVCl'SAPE  (2  coplea),  only) 
(Actlvlttca  of  Unified  Coaaanda)  (CMLAKTCOHELIVTCES  and  IPAC 
(5  coplea),   only) 
DL-1 
UNCLASSIFIED
UNCLASSIFIED 
Distribution: 
SIA 
5114 
CI 
C4P50 
C4R 
C43A 
C4» 
(1M 
cut 
e3a 
E3D2 
E3D3 
E3D4 
E30* 
tJ07 
£301 
£3010 
fa2 
FA6 
PAW 
FA22 
fa24 
m 
Ms 
M3« 
FB2 
re  i 
FE4 
(Cont'd) 
(Supreae  NATO  Coaaende)  (Supreae  Allied  Coaaender,  Atlantic, 
only) 
(Mediterranean  Ana)  (COHNAVSOUTH  (2  eoplea).  only) 
(Stntor  Naval  Officers  at  Air  Forct  Activities)  (Senior  Naval 
Officer,  3428th  Technical  Training  Squadron,  Offutt  AFB,  ME 
68111.  only) 
(To  Naval   Personnel  at  00D  or  other  Government  Agencies)  (U.S. 
Navy  Element,   USEUCOM  Oefenae  Analyala  Center;   U.S.  Navy-Harlne 
Corp*  Element,  Headquartere,  USEUCOM  (Code  ECJ2-S):  Hllltary 
Aatlatant  to  the  President;  rnlted  States  Liaison  Officer  to 
Supreae  Allied  Covjender  Atlantic;  and  Navy  Eleaent,  Joint 
Electronic  Warfare  Center,  only) 
(Education  and  Training,  Frograa  Development  Center)  (Corrv 
Dlvlalon) 
(Frograa  Managers)   (Director,   Joint  Cruise  Missiles  Frograa 
Office  (PM-3)  and  (Code  JCM-5514);  and  Frograa  Manager,  Theater 
Nuclear  Warfare  Frograa  Office  (FM-23)) 
(U.S.   Defense  Attache  Offices)   (I'SDAO  ANKARA,  USDAO 
ANTANANARIVO,    USDAO  ATHENS.    I'SDAO  BANGKOR.    USDAO  BEIJIHC.    OSDAO 
BEIRUT,    USDAO  BELGRADE.    I'SDAO  tOCOTA.    I'SDAO  BONN.   USDAO 
BRASILIA.   USDAO  BRAZZAVILLE,    USDAO  BRIDGETOWN.    USDAO  MUSSELS, 
USDAO  BUENOS  AI«ES.    USDAO  CAIRO.    USDAO  CANBERRA.    USDAO  CARACAS. 
USDAO  COLOMBO,    USDAO  COPENHAGEN.    USDAO  DAKAR,    USDAO  GUATEMALA 
Cm.   USDAO  HELSINKI.    USDAO  HOSG  KONC,   USDAO  ISLAHAgAD.    USDAO 
JAMITA,    USDAO  F.1MCSTON.    USOAO  KUALA   LUMPUR.    USDAO  LAGOS.    USDAO 
LIKA,    USDAO  LtSBOS,    USDAO  LONDON.    USDAO  MADRID,   USDAO  MANILA, 
USDAO  MEXICO  CITY.   USDAO  MOGADISHU.    USDAO  MONROVIA,    USOAO 
MONTEVIDEO.    USOAO  MOSCOW,    USOAO  MUSCAT.    I'SDAO  NEW  DELHI.    USDAO 
OSLO,    USDAO  OTTAWA.    USOAO  PAKIS.    USDAO  PRETORIA.    USDAO  OUITO, 
USDAO  RABAT,    USDAO  RIYADH.    USOAO  ROME,    USDAO  SAN  SALVADOR. 
USDAO  SANTIAGO,    USOAO  SANTO  DOMINGO.    USDAO  SINCAFORE.    USOAO 
STOCKHOLM,    USOAO  TEL  AVIV,    USDAO  THE  KACVE.    USOAO  TOKYO.    USDAO 
TUNIS,    USDAO  WARSAW,    and  USDAO  WELLINGTON,    only) 
(CNR  Shore  Baaed  Detachaenta)   (Office  of   Naval   Research 
Detachment,  Bay  St.  Louis;   Naval   Reacarch  Laboratory, 
Chesapeake  lay  Detaehnrnt;   Naval   Reaeareh  Laboratory, 
Underwater  Sound  Reference  Detachment;   Naval  Resesrch 
Laboratory,   Flight   Support   Detachaent:   Naval   Research 
Laboratory,   Special   Projects  Detachaent:   Naval  Reaeareh 
Laboratory  Field  Site  Detachaent,   Pacific  Missile  Test   Center; 
and  Naval  £eeearch  Laboratory  Field  Site  Detachaent,  Naval 
Construction  Battalion  Center,  only) 
(Naval   Security  Group  Detachaenta) 
(COMNAVINTCOM  Shore  Baaed  Detachaenta)  (NAVOFIHTCEN  DET, 
Newport,   RI,  only) 
(Naval   Intelligence  Operatlona  Group  and  Unit  Detachaenta) 
(CTC  168.1,  CTU  16S.1.1,  CTU  148. 1.2,   aC  168.2,  CTC  168.3. 
CTC. 4.  CTU  168.4.1,  CTC  168.5.  and  CTC  168.6  (3  eoplea  each)) 
(Naval   Electronic  Syeteas  Engineering  Activity  Detachaent) 
(Naval  Weapons  Station  Detachaent!   (FLTAC  Corona  (Code-840), 
only) 
(Laboratory  ONR)  (MRL  (Codes  1*06.  1225,  and  2627).  Washington, 
DC  20375  («.  eoplea)) 
(Air  Development  Center) 
(Coaatal  Syateaa  Center) 
(Ocean  Syateaa  Center)   (Code   17  (2  roplea)) 
(5hlp  Reaeareh  and  Oevelopaent   Center) 
(Surface  Weepuns  Center)   (2  copies) 
(Underwater  Syateaa  Center) 
(Weapons  Center) 
(Fleet   Intel  1  If encc  Centet  EUR  and  LANT)   (20  copies) 
(Air  Station  LANT)   (CO.    U.S.    SAS,    FPO  ilew  York   01560;   CO,    MAS, 
Brunaalck.  ME  04011;   and  CO,   U.S.   NAS.    FPO  Hew  York  01513. 
Only) 
(Suhasrlne  Rase  LANT) 
(Oceanograpfclc  System  LANT) 
(Base  LANT)    (COFIKAVBASE,   Charlraton,    SC  2»«nR-SlO0;   COMNAVBASE, 
Boa  34,  FPO  New  York  0151);   and  COMNAVBASE,   Norfolk,   VA  2»5tl 
only) 
(Fleet   Intelligence  Center  PAC)   (10  rnples) 
(Air   Facility    PAC)    (CO,    ".s.    NAF.    FFO  San  Franclaco  96685-1200 
only) 
(Oeeenographle  Syetea  FAC) 
(Oceanographtc  Office) 
(Security  Croup  Headquartere)  (I*  eoplea) 
(Security  Croup  Activity)  (CO,  U.S.  NAVSECGRUACT,  APO  New  York 
09458;  CO.  U.S.  NAVSCCCRUACT,  APO  San  Francisco  16274;  CO, 
NAVSF.CCRUACT.  Naval  Bale,  Charleston,  SC  2941A;  CO.  NAVSECCRU- 
FF20 
FF3B 
FF42 
FF44 
FF61 
FGI 
FJA1 
FJA10 
FJB3 
PRAIA 
FRA1B 
FRA1C 
FKA1C 
PRA8F 
FKM 
FEP1C 
FKP1J 
FKF4B 
FRFI4 
FR02 
FRQ3A 
rrjt)w» 
FKR4A 
FKR5 
FLI 
FLA 
FMt 
FM2 
FN1 
FN3 
FSl 
FS3 
FS4 
FS5 
FSB 
FT! 
FTS 
FTIO 
FT15 
FTJ2 
FT24 
FT15 
FT3R 
FT43 
FT4A 
FTS  I 
>T54 
FT60 
PT65 
FT7N 
FTB7 
FT102 
V12 
(Cont'd) 
ACT.   Northwest.   Cheaepeske.  VA  23322;   CO.   NAVSECGRUACT.    FFO  \ew 
York  01518:    CO.    NAVSECCRUACT,    Ancnorage,    At  11504;    CO.    SAVSCC- 
GRUACT,   Fort  George  C.  Meade.  MB  20751-5285;   CO,  U.S.  NAVSEC- 
GRUACT.   FPO  Mlaal    1-060;    CO.    U.S.    NAVSECGRUACT.   5.S.    Naval 
Base.   Bos  41,   FPO  Sew  York  09593;  CO.   U.S.   NAVSECCRUACT.   Torrt 
Station.  APO  San  Francisco  163)1:  CO.   VAVSECCRUACT,   llomoeteed. 
FL  S30)9-*42«:    CO.    U.S.    VAVSECCRUACT.    FPO  New  York  01571;    CO. 
U.S.  NAVSECCRUACT.   APO  San  Francisco  9621P:  CO.  U.S.   NAVSEC- 
CRUACT.  Boa  37.    FPO  Sew  York  0»)2:-iO00:   CO.   U.S.   NAVSECGRUACT, 
FPO  Mlaal    34053:   CO.    U.S.    NAVSECCRUACT,    APO  New  York  01240;    CO, 
U.S.    NAVSECCRUACT.    5<a«ii    laland,   Sonoaa,    CA  15476;    CO.    U.S. 
NAVSECCRUACT,    AFO  New  YorS   01406:    CO.    U.S.    NAVSECGRUACT,    Kunle. 
Wheeler  AFB.    HI    16854;    CO.    NAVSECCRUACT,    Wlntet   Harbor,   MI 
046j3-0«01;    and  CO.    NAVSECGRUACT,    FFO  Seartle  18777.   only) 
(Klatorlcal  Center) 
(Naval  Acadeav)   (Intelligence  Officer) 
(SCOL  Poaegraduate)  (Code  38B  (6  coplma)} 
(Naval  War  College)   (2  copies) 
(Strike  warfare  Center) 
(Telecoaaunlcatlena  Coaaand  Headquarters) 
(MUlcsry  Personnel  Coaaand)   (Codes  NMPC-A08  and  4411,   onlv) 
(Navy  Manpower  engineering  Center) 
(Recruiting  District)   (CO.   Navy  Recruiting  District,   New 
Jersey,  only) 
(Air  Svsteas  Coaaand  (4  copies) 
(Space  and   Naval  Wetfare   Svsteas  Coomend)   (Code  PDW   106,    PDW 
107  (2  copies).   PDW  120  (2  eoplea).   SPAWAR  Oil,   SPAWAR  62' . 
and  SPAWAR  63),  only) 
(Pecuniae  Engineering  Coeaand) 
(Sea  Syateaa  Coaaand)  (3  copies) 
(Strategic   Systcas  Frograa  Office) 
(Construction  Battalion  Center)  (?:aval   Conatructlon  Battalion 
Center,  Fort  Hueneae,  only) 
(Ship  Weapon  Systeas  Entlnrermg  Station) 
(Ordnance  Station)  (CO,  NAVORDSTA.  Indian  Head.  MD  20640-5000, 
only) 
(Explosive  Ordnance  Disposal   Technologv  Center) 
(Fleet  Coabst   Direction  Svsteas  Support   Activity) 
(Electronic   Svsteas  Security  Engineering  Center; 
(Electronic   Svsteas  Engineering  Center  end  Activity  (CO. 
NAVTLEYSYSCNGCEN,   San  Diego,   only) 
(Naval  Air  Test  Center)  (Code  SYC2C) 
(Missile  Test   Center) 
(Avionics  Center) 
(Data  Automation  Coaaand) 
(Regional  Data  Autoaatlon  Center  and  Data  Autoaatlon  Facility) 
(CO.  VAROAC.  Washington,  Washington  Navy  Yard,  Washington,  DC 
20374.  only) 
(Naval  Security  an4   Investigative  Coaaand) 
(Investigative  Service  Regions!  office) 
(Space  Coaaand) 
(Space  Surveillance  Svateal 
(Intelligence  Coaaand  Headquarters)  (NIC-OO,   OOB.  OONC.  002. 
00J.  OON,   02,   03,   04    (4  copies),    snd  05,   only) 
(Intelligence  Support  Center)   (14  roplea) 
(Intelligence  Processing  System  Support   Activity)  (Codes  01, 
03,   04  (15  copies),  and   IA1PS  PMO.  only) 
(Operational   Intel   Centet)  (14  eoplea) 
(Taak  Fore*   16S — 5  eoplea) 
(Chief  of  Njvef   Educstton  and  Training) 
(Chief  of  Naval  Technical  Training) 
(Aviation  Srhoole  Coaaand) 
(Neva*,  unit  CNET  (5  copies)) 
(Fleet   Coabat   Training  Centet) 
(Fleet  Tralnlna   Center) 
(AapMblous   School) 
(Submarine  Training  Center) 
(Surface  Warfare  offlcera  Vhool   Cnynand) 
(Fleet  Antl-Suhmartnr  Warfare  Training  Center) 
(Fleet  and  Mine  Warfare  Training  Center) 
(SCOL  Suhaarlne)   (Code   101 
(Education  anal  Training  Support  Center)  (CO.  NAVEDTRA5UPPCFN- 
LAHT.  only) 
(Fleet   Intelligence  Training  Center.   Pacific  (2  copies)) 
(Education  and   Training  Frograa  Oevelopaent    Center) 
(New  and  Marine  Corps   Intelligence  Training  Center  MO 
eoplea)) 
(Intelligence  Pr-cetslng  Svstea  Training  Facility)  (1  eoplea) 
(Oevelopaent  ana  Education  Coaaand  (2  eoplea) 
DL-2 
UNCLASSIFIED
UNCLASSIFIED 
MAI,   NAS.  Wildeev  I1I1M,  Oik 
lldg.   114.   HAS,   Alaaede,   CA 
BAR.  MS.  Sorth  talend.  Sin 
Dlat riant  ion:     (Cont'd) 
Department  of  Scat*.   fCode  INR'IL).   RM.   *)14,  Washington,   DC  20)24 
tC  Staff,    1724  F   St.   M.U.,  UatMniton.   DC  2050)  (ATTN:      VADM  lurkhelter) 
Headquarter!  CIA,   (Code*  STIC-OSUC.    lAOSACLtB.  end  OCR/OSD  (3  coplaa)), 
Uaehtngton,  OC  SOW* 
ha  a latent  5ECDEF,   Net   Aseeieaent,   Pentagon,  Washington,   OC  20101 
OIC,   rOSIC  DET,   CINCLASTFLT,   Norfolk.   VA  23)11   (3  cot-lea) 
OJC,   FOStC  PAC,  CINCPACFLT,   Pearl  Harbor,   HI  16860  (3  coplaa) 
OIC,   FOSIC  DET,  ClKCl'SNAVEl'R,    FPO  New  York  «1510  ()  coplaa) 
Coaaander,   Headquarters  Electrontea  Syaceaa  Ottielon  (AFSC)  (OCW),  Hanacea 
AM.   lad  ford.  MA  01711 
Coaasndlng  officer,  Aaroipaca  Dafanaa  Center  (Code  J2Jt),  Petereon  ATI,  CO 
6011 A 
USCtNCREDCOH  (Navy  Eleaent),  ".ecDtll  APS.   FL  11608 
IA0LCE  (SaCOS)  Joint   Strategic   Target   Planning  Staff,   COOP-X.   STOP  •*, 
Chayanna  He.   Coaplea,  CO  R0914 
Can car  for  Naval  Analyala,  2000  N.    Beauregard  St.,  ATTN:      Intelligence 
Officer,   Aleiandrta,   VA  22111 
Joint  Strategic  Target  Planning  Staff  (Codes  JL  and  JLUP  (1   tear  aaeh).  JU 
and  JUT  (2  coplaa  aaeh)).  Offutt  AFI,   NT  6*111 
Raaarva  Copordtnetor,   Naval   "nit,   Lovry  API,   Oenver,  CO  00230 
Dlractar,  Naval  Reaerve  Intalllganea  Prograa,  tldg.  4)0.  Naval  Statleq, 
Traaaura  la Land,   San  Francleeo,  CA  94130 
Raaarva  Intclllianea  Prograa  Offlcar,  Araa  I, 
Harbor,  ug  92*7*  (to  copies) 
Raaarva  Intalllganea  Prograa  Offlcar,  Araa  ; 
•4J01  ft  coptaa) 
Raaarvc  Intalllganea  Prograa)  Offlcar,  Araa  4, 
Diego,  CA  12155  (11  coplaa) 
Raaarva  Intalllganea  Prograa  Offtcar,  Araa  ),  SARC  Oenver,  Buckley  Air 
National  Cuard   lata.  Aurora.   CO  infill    (8  copies) 
Raaarva  Intalllganea  Progrja  Offlcar,  Araa  ft.  Bldg.  II,  HAS,  Dallas.  TI  7)211 
(1  copies) 
Raaarva  Intalllganea  Prograa  Offlcar.   Araa  7,  NAS,  New  Or  leant,   LA  70U6  (9 
coplaa) 
Raaarva  Intalltganca  Prograa  Offlcar.  Araa  1.   NAS,  GlenvUv.    U  60016  (1 
coplaa) 
Raaarva  Intalllganea  Prograa  Offlcar,   Area  10.  NARC  Twin  Clttaa,   E.  62nd  6 
Slot  Avenue   South,  Mlnnea»>olta.  »!t  ))4)0  («,  copies) 
Raaarva  Intalllganea  Prograa  officer.  Area  11,   SAT  Oecrott,  Mt.  Cteaena,  Ml 
480*1   (A  coplaa) 
Raaarva  Intelligence  Prograa  Officer,   Area  12,  tldg.   1002,   Rtckenbccher  Air 
National  Cuard   flue,  Coluabue,   OH  43217   (6  copiee) 
Raearve  Intelligence  Prograa  Offlcar,   Area^U.  NAA,   (ox  4,   HAS,  Jacksonville, 
PL  32212   (11  copies) 
Raaerva  Intelligence  Prograa  Officer.  Area  14,  MAS,  Atlanta,  Marietta,  CA 
30060  (11  coplaa) 
Raaarva  Intelligence  Prograa  Officer,  Area   IS,  NARK,   NAS,   Norfolk,  VA  23)11 
(U  coplea) 
Raaarva  Intelligence  Prograa  or fleer.   Araa   16,   MRU,   HAS,  willow  Crove,  PA 
1*0*0  (7  coptea) 
Reaerve  Intelligence  Prograa  Offlrer,   Area   17,   N4MC  Reaerva  Center,  Floyd 
Bennett   Field,   Rrook-lvn,   NY   11234-7047   (10  copies) 
Reaerve  Intelligence  Prograa  Officer.   Area   1A,  NAS,   South  Weyaouth,  MA  021*0 
(R  coplaa) 
Raaarva  Intelligence  Prograa  Officer,   Area  11,  NAP,  Uaehlngton,  DC  20110  (20 
coplaa) 
DIA  Li  a  Hon  Offtee.   0L-4,  Aacrtcan  F«has*v,   Bot  11),  APO  New  York  090*0 
HQ,   INSCOM,  ATTN:      Public  Affaire  Officer.   Arlington  Hall   Station,   Arlington, 
VA  22212 
CO,    DCFINTF.RROC  0113,    NAS.   Glenvlew.    IL  AHr.26 
Special  Agent   In  Charge.   Naval    Investigative  Service  Realdent  Agencv,  Naplea, 
Boa  16,   FfO  New  York  01)21 
FUDAC,  ATTN:     Director  of  Operations.   APO  Nrw  Yirk  0*12% 
Offlee  of  the  U.   S.   Represented **.   military  rcaaltcee,   Sorth  Atlantic  Treaty 
Organisation,   APO  %>v  York  09*>*7 
COMNAVAtRLANT  0PISTF.L  0l*»,    %A*U,    %AS,    Norfolk.  VA  23)11 
Reaerve   Intelligence  Are*  Coordinator,   Area   |7,  %*av*l    Inveatlaatlva  Servlee 
Regional  Offlee,  9«  church  St.,   fcs.  A01,    Sew  York   1^007 
DIA  (Ot-l),    So*  17.    FPO  NY  09M0 
Naval   Reiiervv  Coastal  3efenae  Coordination  Component   U*P   (Code  3). 
COMNAVBASE.   San  Ditto.  CA  9JI1I 
Keadquertere,   Special  Operations  Coanand,   Furnpe,   %n*  11M,   APO  Sew  York  0*lJR 
Olrector.   NKRIS,   Culf   Rralon,   )0O  C-isp  St.,   -^ewOrleana,   LA   70110 
Director,   nnhiS,   ueatern  Region,  400  Ocean  Cata  IWd.,  inlon  Rank  R1dg<   'HO, 
ttjng   n>arh.   CA  90*21 
Director,  NNR1S.   Southeaic  Region.   )1)  f.   tat  Ave.,   Federal   Rldg..  Mlaal.   PL 
131)0 
Chief  of  Staff  Officer,  Raaarva  Patrol  Wlnga  Atlantic  016),    NARC,   NAS  Patuaent 
River,  MD  20AI0 
Dt « t  r  I  but  ion ;      ( Com '  d> 
Naval    Inaoeecor  General,   tldg.   300,   Washington  Navy  Yard.  Usihington,   5C 
2D174-2002    (ATTN:      ^*PT  leon) 
Coaaander,  Taak  Vnlt   141.0.3.   San  Diego.   CA  12U2-MOO 
Coaaandar,   Taak   inlt   1*8.0.9,    1)R60  S.W.    127th  Ave,  Mlaal,   PL  31177  (ATTN: 
Frank  tecerra)  ,  # 
Coaaandi-.g  Officer,  26th  Marina  Aaphlbloua  Unit,  FMF,   FPO  Maw  York  0D02-X426 
DL-3 
UNCLASSIFIED