DEPARTMENT  OF  THE  ARMY 
OFFICE  OF  THE  ASSISTANT  CHIEF  OF  STAFF  FOR  INTELLIGENCE 
ANNUAL  HISTORICAL  REVIEW 
(RCS  (HIS-6)  (R3)> 
1  OCTOBER  1984  -  30  SEPTEMBER  1985 
CLASSIFIED  BY:     MULTIPLE  SOURCES       UNCLASSIFIED 
DECLASSIFY  ON:     OADR  -       Z7T  TZJ1ZZZHZ  1Z  T^ZiZ2  EATiSaJMS 
-.0.       1
TABLE  OF  CONTENTS 
Paragraph  page 
SECTION  1.   INTRODUCTION 
Mission     i  2-1 
Personnel    !•!!..!  2  1-2 
Staffing     3  2.-2 
SECTION  2.   DIRECTORATE  OF  INTELLIGENCE  SYSTEMS 
Organizational  Changes     1  2-1 
Key  Personnel     2  2-2 
Narrative  of  Activities     3  2-5 
SECTION  3.   COUNTERINTELLIGENCE  DIRECTORATE    _       . 
Overview    2  3-1 
Major  Organizational  Changes     2  3-2 
Narrative  of  Activities    3  3_8 
SECTION  4.   DIRECTORATE  OF  FOREIGN  INTELLIGENCE 
Threat  Intelligence  Division     1  4-1 
Current  Intelligence  Division     2  4-7 
Foreign  Intelligence  Division     3  4-9 
SECTION  5.   DIRECTORATE  OF  FOREIGN  LIAISON 
Organizational  Changes     1  5-1 
Key  Personnel     2  5-1 
Narrative  of  Activities     3  5-1 
SECTION  6.   INTELLIGENCE  AUTOMATION  MANAGEMENT  OFFICE 
Overview    2  6-1 
Organizational  Changes     2  6-2 
Narrative  of  Activities     3  6-3 
SECTION  7.   PLANS,  PROGRAM  AND  BUDGET  OFFICE 
Major  Organizational  Changes     1  7-1 
Key  Personnel     2  7-1 
Narrative  of  Activities    3  7-1 
APPENDIX  A  List  of  Foreign  Liaison  Tours  A-l 
Z
UNCLASSiFiED 
SECTION  I 
INTRODUCTION  (U) 
1.   (U)  Mission.   The  mission  of  the  Office  of  the  Assistant 
Chief  of  Staff  for  Intelligence  (OACSI)  is  to  provide  pro- 
fessional and  administrative  staff  support  to  the  Assistant 
Chief  of  Staff  for  Intelligence  (ACSI).  The  ACS I,  as  a  member 
of  the  Army  General  Staff,  is  responsible  for  overall  coor- 
dination of  the  intelligence  and  counterintelligence  activi- 
ties of  the  US  Army*  and  staff  supervision  of  the  US  Army 
Intelligence  Operations  Detachment  (USAIOD),~  an  OACSI  FOA. 
The  ACSI  is  the  Army  observer  and  representative  on  the 
National  Foreign  Intelligence  Board,  the  Army  member  of  the 
Military  Intelligence  Board,  Chairman  of  the  Army 
Classification  Review  Board,  and  the  Signals  Intelligence 
(SIGINT)  focal  point  for  the  Army.   In  discharging  these 
responsibilities,  equitable  consideration  is- given  to  the 
Active  Army,  Army  National  Guard,  and  Army  Reserve.   Within 
the  scope  of  assigned  responsibilities,  the  ACSI  has  a  rela- 
tionship to  the  Chief  of  Staff  corresponding  to  that  of  a 
Deputy  Chief  of  Staff.   More  detailed  statements  of  the  func- 
tions and  responsibilities  of  the  ACSI  are  contained  in  AR 
10-5,'  Organization  and  Functions — Department  of  the  Army,  CSR 
10-27,  Organization  and  Functions  -  Office  of  the  Assistant 
Chief  of  Staff  for  Intelligence,  and  AR  10-61,  Organization 
and  Functions — US  Army  Intelligence  Operations  Detachment. 
1-1 
UNCLASSIFIED 
.  .0       3
UNCLASSIFIED' 
2.  (U)    Personnel. 
a.  (U)  LTG  Sidney  T.  Weinstein  replaced  LTG  W.  E.  Odom  as 
the  Assistant  Chief  of  Staff  for  Intelligence  (ACSI)  in  August 
1985. 
* 
b.  (U)  BG  R.  A.  Greenwalt  replaced  BG  J.  W.  Shufelt  as 
Deputy  Assistant  Chief  of  Staff  for  Intelligence  (OACSI)  in 
August  1985. 
c.  (U)  Dr  R.  Glenn  Priddy  left  the  position  of  Special 
Assistant  to  the  ACSI  in  September  1985.   This  position 
remained  unfilled  through  the  remainder  of  FY  1985. 
d.  (U)  COL  Ira  C.  Owens  replaced  COL  Stanley  H.  Hyman  as 
Executive  Officer  in  January  1985.   COL  Hyman  was  promoted  to 
Brigadier  General  and  assumed  command  of  the  newly  organized 
U.S.  Army  Intelligence  Agency,  a  field  operating  agency  of  the 
OACSI.   BG  Hyman  was  also  dual-hatted  as  a  DACSI. 
e.  (U)  MAJ  Donald  Kerrick  replaced' MA J  Larry  Miller  as 
Assistant  Executive  Officer. 
3.  (U)  Staffing.   Authorized  strength  figures  for  OACSI  and 
USAIOD  are  in  TABLE  1.   OACSI  lost  five  military  and  two 
civilian  spaces  to  help  pay  for  the  establishment  of  the  new 
Office  of  the  Assistant  Chief  of  Staff  for  Information 
Management  (OACSIM).   One  enlisted  space  was  converted  to  a 
civilian  position  as  part  of  the  Total  Army  Analysis  (TAA)  91 
civilianization  effort.   The  USAIOD  gave  up  one  officer  posi- 
tion under  the  three  percent  field  operating  agency  decrement. 
1-2 
UNCLASSIFIED
TABLE  1 
OACSI  AND  IOD  AUTHORIZED  STRENGTH  FIGURES 
OACSI  STAFF 
Start  FY  85 
End  FY  85 
OFF 
WO 
ENL 
TOT 
MIL 
CIV 
TOT 
MPR 
a 
USAIOD 
Start  FY  85 
End  FY  85 
1-3
IKSIASCIFIS) 
SECTION  7 
DIRECTORATE  OF  INTELLIGENCE  SYSTEMS 
1.   CU>   ORGANISATIONAL  CHANGES. 
a.  (U)  Throuqhout  this  period,  the  Directorate  worked  to 
identify  an  individual  to  fill  the  position  of  Deputy 
Director,  Intel liqence  Systems  Directorate.   The  inability  to 
identify  a  Qualified  multi-discipline  individual  to  fill  this 
position,  coupled  with  the  loss  of  the  0-6  (colonel  1  billet  in 
the  Imaqery  Intel  1 iqence  Topoqraphy  and  Meteroloqy  Divison 
(DAMI-ISP)  resulted  in  a  decision  to  rewrite-  the  iob  descrip- 
tion for  the  GM-15  billet.   The  billet  was  transferred  to  the 
Imaqery  Intel! iqence  Division  and  was  rewritten  as  the 
Division  Chief  for  that  element  of  the  Intel liqence  Systems 
Directorate. 
b.  (U)   Due  to  a  reduction  in  Army  Staff  positions, 
HOMINT  Division  lost  one.  0-5  HUMINT  staff  officer  slot.   In 
order  to  compensate  for  this  loss  in  operational  support,  one 
enlisted  administrative  support  position  was  converted  to  a 
civilian  Intell iqence  Operations  Specialist,  thus  enabl inq  the 
Division  to  avoid  deqradation  of  its  oversiqht 
responsibilities. 
c.  (Ul   The  responsibility  for  coordination  of  the 
Peacetime  Aerial  Reconnaissance  Proqram  (PARPRO)  was  trans- 
ferred to  the  Intel liqence  Systems  Inteqration  Divison 
(DAMI-ISI).   LTC  William  B.  Henline  had  performed  that  func- 
tion in  DAMI-ISP.   His  replacement  was  assigned  to  DAMI-ISI. 
LTC  Henline  remained  through  the  end  of  the  fiscal  year  in 
?-l 
UNCLASSIFIED
UNCLASSIFIED 
DAMJ-ISP,  hut  was  considered  excess*   Although  the  OACSI  TDA 
had  not  heen  officially  changed,  the  intent  was  to  transfer 
this  officer  position  from  DAMI-ISP  to  DAMI-ISI. 
d.  (U>  There  was  a  reorganization  effort  to  merge  the 
Signals  Intelligence  Division  (DAMI-ISS)  and  DAMI-ISP  into  a 
Technical  Intelligence  Systems  Division.  This  division  would 
have  heen  headed  by  the  Chief  of  DAMI-ISS.   The  reorganization 
was  cancelled.  Approval  from  the  Director  of  the  Army  Staff 
had  not  been  obtained,  and  there  was  a  possibility  that  some 
civilian  positions  would  be  adversely  affected. 
e.  (U)   DAMI-ISI  assumed  primary  staff  responsibility  for 
intelligence  support  to  Central  America  (CENTAM)  and  Unmanned 
Aerial  Vehicles  (UAV1.   This  resulted  in  increased  emphasis  on 
language  support.  Special  Operating  Forces  (SOF)  and  low 
intensity  conflict  (LIC). 
2-   (in   KEY  PERSONNEL. 
a.   fU)   Director  of  Intelligence  Systems  (DAMI-ISI). 
(1)   (U)   BG  Stanley  H.  Hyman  replaced  BG  William  E. 
Harmon  as  Director  of  Intelligence  Systems  in  January  1.985. 
BG  Harmon  became  the  Program  Manager  for  the  AH.  Source 
Analysis  System  (ASAS). 
(2)   (U)   Colonel  Richard  J.  Powers,  Jr.,  replaced  BG  Stanley 
H.   Hyman  as  Director  in  August  1985.   BG  Hyman  assumed  com- 
mand of  the  newly  formed  Army  Intelligence  Agency  (AIA). 
LTC  Stephen  C.  Conrad  replaced  LTC  Kurt  Siemon  as  executive 
in  June  1985.   Mrs.  Margaret  J.  Barry  replaced  Mrs.  Mary 
Brill  as  secretary  in  December  1985. 
2-2 
UNCLASSIFIED
UNCLASSIFIED 
b.  (U)   Intel  liqence  Systems  Integration  Division 
(DAMI-ISI). 
Cn   (U)  COL  Daniel  Larsen  moved  from  Chief  of  the 
Training  Branch  to  replace  COL  Dennis  Langley  as  division 
chief  in  January  1985.   COL  Langley  went  to  the  Defense 
Intelligence  Agency.   In  September  1985,  COL  Bdwin  A.  Tivol 
replaced  COL  Larsen  as  division  chief.   COL  Larsen  went  to  the 
National  VJar  College  in  August  1Q85. 
(2)   fU)   Mr.  John  McGlone  was  reassigned  in  February  1985 
to  the  All  Source  Analysis  System  (ASAS)  Program  Office.   His 
duties  were  assigned  to  various  action  officers  in  the  divi- 
sion. 
C3)   (U)   In  January  1985,  MA J  James  H„  Cox  was  assigned 
to  DAMI-ISI  as  the  Army  Language  Proqram  Manager.   I.TC  James 
H.  Thompson  filled  the  position  vacated  by  COL  Larsen  in  Apri] 
1985.   LTC  Patrick  J.  Neimann  replaced  LTC  Gary  Sokness  in  May 
1985.   In  August  3  985,  MAJ  David  Eggle  replaced  MAJ  Richard 
Layton  who  had  been  reassigned  to  the  OACSI  Staff  Action 
Control  Office  in  May  1985.   MAJ  Gary  McMillan  was  reassigned 
in  June  1985. 
c.  (U)   Imagery  Intelligence  Topography  Meteorology 
Division  (DAMI-ISP).   COL  Ralph  A.  Mason  retired  in  late  FY  85. 
Since  the  DAMI-ISP  0-6  position  had  been  transferred  to  the 
Assistant  Chief  of  Staff  for  Information  Manaqement  in  late  FY 
84,  there  was  no  replacement  for  COL  Mason.   LTC  Harry  W. 
Thomas  became  the  division  chief.   His  action  officer  position 
was  upgraded  to  division  chief.   Due  to  PCS,  LTC  Gary  Brewer 
2-3 
UNCLASSIFIED 
*  -v
UNCLASSIFIED. 
was  replaced  in  July  as  TENCAP  officer  by  MAJ  Mike  Fromm.   Mr. 
Dan  Smith  filled  a  civilian  position  in  August  which  had  been 
vacant  for  several  years.   Mr.  Robert  Crittenden,  departed  and 
was  replaced  by  Ms.  Jessie  Hale  in  September.  V  W 
Mrs.  Joan  Adams,  the  senior  secretary,  retired.   She  had 
worked  in  DAMI-ISP  for  over  20  years.   She  was  replaced  by 
Mrs.  Sharon  Whitton  in  August.   The  Army  Topographic  Programs 
Officer,  MAJ(P)  Robert  Kirby,  was  reassigned  to  WESTCOM  in  May 
and  was  replaced  in  mid-June  by  MAJ  John  Olesak. 
d.   (U)   Human  Intelligence  Division  (DAMI-ISH:).       / 
(I)   (0)   Fiscal,  year  1985  witnessed  significant  turnover 
in  the  HUMINT  Division  of  both  officer  and  civilian  personnel. 
Particularly  noteworthy  in  this  respect  was  the  departure  of 
Ms.  Christieann  McGurk,  who  left  for  a  promotion  at  DIA.   Ms. 
McGurk  had  spent  24  years  in  DAMI-ISH,  monitoring  overt  HUMINT 
collection  operations.   Her  place  was  assumed  by  Mr.  Richard 
Seigfreid,  who  arrived  in  DAMI-ISH  in  September  1985  from  U.S. 
Army  Operations  Group,  Fort  Meade,  Maryland.   1985  also  saw 
the  arrival  of  Mr.  Chester  Steckel  into  the  Division, 
replacing  Ms.  Pat  San  Millan,  who  was  promoted  to  a  new  posi- 
tion with  Detachment  O,  U.S.  Army  Operations  Group. 
12)      (U)   Among  officer  personnel,  LTC  Gerald  Fox  was 
replaced  by  LTC  Timothy  L.  Felker,  who  arrived  in  October  198* 
from  the  U.S.  Army  Intelligence  and  Threat  Analysis  Center 
(ITAC).   LTC  Edward  J.   Lorentzen  arrived  in  DAMI-ISH  in  March 
1985,  replacing  LTC  Carlos  Salinas.   LTC  Lorentzen  came  to  the 
Division  from  DIA,  Current  Branch. 
2-4 
O. 
tr 
UNCLASSIFIED 
%  .u
(3)   (U)   Finally,  over  the  course  of  the  year  seven  Army 
Reservists  were  assigned  to  DAMI-ISH  as  Individual  Mobilization 
Augmentees  (IMA).  They  were: 
LTC  Lawrence  P.  Jepson        LTC  Frederick  R.  Stahl,  Jr. 
LTC  Edward  J.  Wyrsch  MAJ  Clyde  M.  Bryant 
MAJ  James  v.  Dixon  MAJ  Edward  J.  Heaton 
MAJ  Peter  T.  Means 
e.   (U)   Signals  Intelligence  Division  (DAMI-ISS) .   A  key 
personnel  gain  was  Mr.  Manuel  Pablo  (March),  Chief  of  the 
Technical  Reconnaissance  and  Surveillance  Program  Office.   Action 
officer  gains  were  MAJ  Walter  J.  Wright  (June) ,  and  CPT  Paul  G. 
Wolfe  (July).  Action  officer  losses  were  MAJ  Donald  Kerrick 
(April)  and  LTC  Stephen  Conrad  (June). 
3.   (U)   NARRATIVE  OF  ACTIVITIES. 
a.   (U)   Directorate  of  Intelligence  Systems  (DAMI-IS) . 
(1)  (U)   During  FY  85,  the  Directorate  again  suffered  from 
an  unusually  heavy  turnover  of  personnel.   Most  of  those  leaving 
had  not  completed  the  "normal"  three  year  tour  on  the  Army  Staff. 
This  personnel  turbulence  affected  the  efficiency  and  effec- 
tiveness of  the  divisions  and  placed  heavy  workloads  on  the 
remaining  action  officers. 
(2)  (U)   This  summary  mentions  only  the  major  actions  and 
programs  in  which  this  directorate  engaged.   It  does  not  account 
for  numerous  planning  sessions,  briefings,  PPBES  and  other 
meetings,  and  hours  of  study  and  thought  brought  to  bear  by  the 
directorate's  action  officers  on  the  many  challenges  facing  Army 
intelligence. 
2-5 
^^SIFir,
UNCLASSIFIED. 
b.   (u)   Intelligence  Systems  Integration  Division 
(DAMI-ISI). 
(1)  fin  The  Intelligence  Systems  Intearation  Division 
(DAMI-ISI),  as  its  designation  implies,  was  concerned  with  the 
spectrum  of  intelligence  disciplines,  and  how  they  interface 
and  are  coordinated  into  a  multi-discipline  intelligence 
collection,  analysis  and  production  system  at  tactical  and 
strategic  levels.   DAMI-ISI  engaged  in  a  multitude  of  staff 
actions  to  ensure  that  commanders  were  provided  the  accurate 
and  timely  intelligence  reauired  to  ensure  accurate  hat tie- 
field  decisions.   Major  functional  staff  responsibilities 
included  doctrine,  structure,  organizations,  and  individual, 
unit  and  institutional  training. 
(2)  (U)   DAMI-ISI  assumed  primary  staff  responsibility 
for  intelligence  support  to  Central  America  (CENTAM),  unmanned 
aerial  vehicles  (UAV),  and  the  Peacetime  Aerial  Reconnaissance 
Program  (PARPRO).   The  period  saw  an  increased  emphasis  on 
language.  Special  Operating  Forces  fSOF)  and  low  intensity 
conflict  (LIC).   The  division  assumed  central  responsibility 
for  the  functional  panels  associated  with  the  Army 
Intelligence  Management  Plan  (AIMP). 
(3)  (V)      In  FY  85,  several  key  actions  were  initiated  to 
upgrade  the  Army  Language  Program: 
(a)   (U)   Linguist  pay  was  formalized  in  draft  legisla- 
tion.  The  Office  of  the  Secretary  of  Defense  (OSD)  identified 
$9.fiM  for  the  Army  to  implement  linguist  pay  in  FY  87.   At  the 
end  of  FY  85,  the  Army  was  formally  coordinating  its  pay  ini- 
2-6 
UNCLASSIFIED
tiative  with  the  other  Services  and  heqinninq  to  develop  poli- 
tical support  in  Conqress. 
(b)  (U)   The  Army  Lanquaqe  Proqram  Action  Plan  was  deve- 
loped late  in  FY  85.   It  listed  issues  and  actions  required  to 
address  systemic  weakness  throughout  the  lanquaqe  proqram. 
(c)  (Ul   The  Army  held  its  first  Army  Lanquaqe  Program 
Review  Committee  (ALPRC)  meetinq  in  February  1985. 
Representatives  from  the  ARSTAF,  FORSCOM,  INSCOM,  MILPERCEN, 
OCAR  and  NGB  were  present. 
(d)  (U)   The  Lanquaqe  Proqram  manager  helped  develop 
Program  Developmental  Incremental  Package  (PDIP)  307P  for  SOF 
Language  Training,  Active  Component  (AC1  SOF  contract  (in 
unit!  Language  instructors,  and  the  development  of  SOF  iob- 
specific  language  texts. 
(e)  (U)   The  Language  Program  Manager,  with  the  support 
of  the  Office  of  the  Deputy  Chief  of  Staff  for  Operations  and 
Plans,  DA,  fDAMO-ODSO),  developed  a  SOF  language  program  in 
August  1985  which  called  for  the  identification  and  coding  of 
SOF  language  requirements. 
ff)  (\3)      The  Lanquaqe  Proqram  Manaqer  developed  PDIP 
CP8U,  the  Army  Lanquaqe  Program,  to  supplement  the  AC  SOF 
Language  Training  funds  identified  in  PDIP  307P.   CP80  was 
funded  at  a  level  of  S31M  from  88-92  and  provides  exclusively 
for  the  hiring  of  both  AC  and  Reserve  Component  (RC)  language 
instructors  for  in-unit  language  programs. 
(g)      (V)      Pursuant  to  a  directive  from  the  Vice  Chief  of 
Staff  Army  (VCSA)  to  convert  the  Army  National  Guard  (ARNG) 
2-7 
UNCLASSIFIED  ...     12
'  • 
UNCLASSIFIED 
linguist  battalion  from  TDA  to  TOE,  the  Languaqe  Proqram 
Manager  tasked  USAICS  to  develop  a  TOE  concept  for  PC  linquist 
units.   The  concept  was  developed  of  five-man  teams ,  each 
.'having  one  lanquaqe  and  one  MI  skill,  which  could  be  CAPSTONE!) 
down  to  the  team  level  to  provide  linguist  augmentation  to 
gaining  CINCs  upon  mobilization.   In  TAA-92,  the  Army 
leadership  approved  growth  of  RC  linguist  units  from  390 
authorizations  to  approximately  800. 
(4)  (U)   In  October  1984,  the  REDTRAIN  Program  Manager, 
accompanied  by  the  Chief  and  senior  NCO  of  the  REDTRAIN 
Office,  TNSCOM,  briefed  the  REDTRAIN  Program  and  held 
discussions  in  the  Pacific.  The  INSCOM  Theater  Intelligence 
Center  -  Pacific  (ITAC-PAC),  Ft  Shafter,  HI.,  US  Army  Western 
Command  (WESTCOM),  Ft  Shafter,  HI.,  Field  Station  Kunia,  HI., 
25th  Infantry  Division,  Schofield  Barracks,  HI.,  and  125th  MI 
Bn  (CEWI),  Schofield  Barracks,  HI.,  were  included  in  the  sche- 
dule. 
(5)  (13)      In  November  1984,  the  REDTRAIN  Program  review 
went  to  the  500th  MI  GP,  Camp  Zama,  Japan,  Asian  Studies 
Detachment,  500th  MI  GP,  Camp  Zama,  and  Field  Station  Misawa, 
Japan.   The  SOlth  MI  GP,  Seoul,  Korea,  L02d  MI  BN  (CEWI),  Camp 
Red  Cloud,  Korea  and  Headquarters,  Eighth  US  Army  were  visited 
in  February  1985. 
(6)  (U)   During  the  period  5-13  July  1985,  Mr.  Moore  was 
officially  detailed  to  assist  and  advise  the  Aviation  Security 
Office,  Federal  Aviation  Administration  (FAA) ,  Washington, 
2-8 
UNCLASSIFIED
UNCLASSIFIED 
D.C.  The  detail  was  requested  hv  the  PAA  because  of  increased 
emphasis  and  expansion  of  their  terrorist  intelligence 
requirements. 
(7)  (U)  The  Defense  Advanced  language  and  Area  Studies 
Program  (DALASP)  is  a  GDTP  funded  program  that  provides  the 
opportunity  for  study  programs  to  develop  expertise  in  third 
world  language  and  area  studies.   The  program  is  open  to  mili- 
tary and  civilian  intelligence  personnel.   During  FY  35,  seven 
military  officers  were  accepted  into  DALASP.   These  personnel 
are  specilaizing  in  area  studies  in  Sub-Saharan  Africa,  India, 
Middle  East  countries,  and  Latin  America,  and  studying  the 
Swahili,  Hindi,  Arabic,  Chinese,  Spanish  and  Portuguese 
languages. 
(8)  (U)   The  ACSI  was  co-chairman  of  the  DoD  University 
Forum  Foreign  Language  and  Area  Studies  Working  Group.   During 
FY  84  the  Working  Group  contracted  with  the  Association  of 
American  Universities  to  present  a  study  on  the  current  status 
of  language  and  area  studies  in  academe  within  the  United 
States.   The  result  of  this  study  was  presented  in  FY  85  in  a 
publication  entitled  "Beyond  Growth:  The  Next  Stage  in 
Language  and  Area  Studies."   This  publication  outlines  the 
overall  condition  of  university  programs  in  language  and  area 
studies  and  recommends  strategies  for  strengthening  them  in 
order  to  be  able  to  meet  the  interests  and  National  needs  of 
our  country  and  Department  of  Defense. 
(9)  (U)   During  the  Total  Army  Analysis  (TAA)  92  in 
August  1985,  the  ARNG  raised  an  issue  reguesting  that  all 
2-9 
UNCLASSIFIED
UNCLASSIFIED 
division  and  below  NG  divisions  and  hriaades  he  supported  hv 
ARNG  CEWI  units  rather  than  USAR.   A  Tas*  Force  was  formed  in 
September  1985  to  study  the  proposals.   At  the  end  of  1985  no 
ehanaes  had  been  recommended  to  the  original  1984  activation 
plan  although  the  Task  Force  was  still  formed  and  proposals 
were  still  being  exercised. 
(10)  (U)  The  Joint  Space  Intell iaence  and  Operations 
Course  (JSIOC)  was  placed  under  contract  for  development.   The 
course  was  designed  for  officers,  enlisted  and  civilians, 
working  in  positions  reouiring  a  knowl.edae  of  the  relationship 
of  space  to  intelligence  and  operations.   The  course  was 
designed  to  fill  a  void  in  DoD  intelligence  training.   A  ioint 
DIA,  Army,  Air  Force,  Navy  and  Marine  Corps  team  developed  the 
concept  of  the  course.   A  contractor  developed  the  course 
funded  by  DIA,  Army  and  Navy.   The  course  was  to  be  turned 
over  to  the  Air  Force  Training  Command  (ATC)  in  March  l.<»86. 
The  course  included  space  environment  (44  hours),  and  related 
Intelligence  Community  structure  and  processes  (35  hours). 
Based  on  JSIOC  contractor  delivery  schedule,  ATC  will  be  able 
to  provide  a  limited  number  of  resident  (Peterson  Air  Force 
Base,  Colorado  Springs,  CO)  and  mobile  training  team  itera- 
tions during  FY  86. 
(11)  (U)   The  Military  Intelligence  Functional  Area 
Assessment  (MI  FAA)  cycle  started  on  ft  August  1<»85.   The  MI 
FAA  was  to  assess  the  following  units:   MI  Battalion  ((Combat 
Electronic  Warfare  Intelligence)  fCEWI))  (Heavy  Division)  ;   MI 
2-10 
UNCLASSIFIED  ...      15
UNCLASSIFIED 
Battalion  (CEWI)  (Light  Infantry  Division)  ;  MI  Battalion 
(Operations)  (Corps)  j  MI  Battalion  (Aerial  Exploitation) 
(Corps)  and  Special  Security  Office  (SSO)  communications.  The 
MI  FAA  hriefinq  was  scheduled  to  he  presented  to  the  Council, 
of  Colonels  on  17  October  and  to  the  Vice  Chief  of  Staff  on 
26  November  1985. 
(12)  (U)   The  TRADOC-INSCOM  Memorandum  of  Understanding 
(MOU)  on  Echelons  Above  Corps  (EAC)  Combat/Training 
Development,   Training  and  Doctrine  Activities  was  reviewed. 
A  proposed  change  was  transfer  of  the  responsibility  for  pre- 
paration of  EAC  TOEs,  BOIPs,  and  OOPRIs  to  the  Intelligence 
School.   INSCOM  was  working  on  approximately  70  materiel 
acquisitions  which  were  to  be  evaluated  to  determine  what  the 
Intelligence  Center *s  role  would  be  within  the  life  cycle 
management  model  of  these  systems.   Another  proposed  change  to 
the  MOU  provides  for  an  INSCOM  liaison  officer  (LNO)  to  be 
assigned  to  the  USAICS  Directorate  of  Combat  Developments. 
Issues  reguiring  further  discussion  were  manpower  con- 
siderations, overlapping  responsibilities  with  respect  to 
TROJAN,  and  Low  Intensity  Conflict. 
(13)  (U)   A  strawman  of  revised  Intelligence  Preparation 
of  the  Battlefield  (IPB)  doctrine  was  completed  by  USAICS. 
This  doctrine  incorporated  new  Drocedures  for  analyzing  the  3d 
dimension  of  the  battlefield,  airspace,  and  more  extensive 
procedures  for  IPB  support  of  offensive  operations.   Prior  IPB 
2-11 
UNCLASSIFIED 
lt>
doctrine  did  not  include  such  analysis.   Lessons  learned  at 
the  National  Training  Center  (NTC>  and  during  maior  exercises, 
such  as  REFORGER,  indicated  that  current  IPB  procedures  lack 
the  offensive  focus  reouired  to  support  Airland  Rattle 
doctrine. 
M4)  (U)  The  All -Source  Analysis  System  (ASAS)  Limited 
Operational  Test  (LOT)  was  planned  to  conduct  two  Force 
Developmental  Test  and  Experimentations  (FDTEs)  on  ASAS  modu- 
les.  The  first  FDTE  was  to  be  on  the  ASAS  Interface  Module 
(AIM)  and  the  Forward  Sensor  Interface  and  Control  (FSIC) 
modules  prior  to  the  FSIC/AIM  Limited  Operational  Test  (LOT) 
in  FY  86.   The  second  FDTE  was  to  be  on  the  Intelligence  Data 
Processor  Communication  Processing  Interface  (IDP/CPI)  modules 
prior  to  the  IDP/CPI  LOT  in  FY  87.   A  tentative  BOIP/00PRI  was 
completed  and  forwarded  to  TRADOC  for  approval  and  inclusion 
in  the  October  i«J85  Consolidated  TOE  Update.   This  submission 
would  allow  for  the  continued  budgeting  for  the  ASAS. 
c.   (U)   Humint  Division  (DAMI-ISH). 
(t) 
?-12 
•  -v.
d.   (U)   Imagery  Intelligence  Topography  and  Meteorology 
Division  (DAMI-ISP) 
(1)   (jtf  The  Imagery  Intelligence*  Topography  and 
Meteorology  Division  continued  to  manage  the  Army's  imagery, 
meteorology  and  topography  activities. 
^ 
The  division  was  also  the  office  within  OACSI  with 
primary  responsibility  for  the  Tactical  Exploitation  of 
2-18 
K£BLEfiSABLS  TO  K£2S3  BA7ICKALS
*  • 
mm 
National   Space  Capabilities  (TENCAP)  proqram  and  Cor  all   space 
related   issues. 
12) 
2-)<»
'     I 
\ 
\ 
(4) 
(5)  (U)   DAMI-TSP  provided  the  Armv  representative  to  the 
DOD  Softcopy  Steerinq  Committee.   The  committee  is  charqert 
with  development  and  manaqement  of  strateqic  level  softcopy 
imaqery  exploitation  systems  for  DOD.   Its  primary  focus  was 
the  overall  1  manaqement  of  the  DOD  portion  of  the  IDEX  II 
3-20 
HOT  BELEASABLE  73  FSSESQS  8&7a3!!AL3
program,  a  softcopv  imagery  exploitation  system  being  deve- 
loped for  the  intelligence  community.  The  Army  had  limited 
participation  in  this  program.  The  only  Army  TDEX  TI  capabi- 
lity will  be  at  the  Intelligence  and  Threat  Analysis  Center  in 
Building  213,  Washington  Navy  Yard. 
(6)  (U)   In  FY  85,  DAMI-ISP  began  a  survey  of  the  imagery 
exploitation  elements  within  the  Army  Intelligence  Agency  to 
reexamine  their  reguirements  for  a  softcoov  imagery  exploita- 
tion capability.   The  results  of  this  survey  will  determine 
what  additional  softcopy  imagery  exploitation  capability  is 
reguired  by  the  Intelligence  and  Threat  Analysis  Center.   It 
will  also  be  used  to  determine  whether  the  Foreign  Science  and 
Technology  Center  and  the  Missile  and  Space  Intelligence 
Center  should  participate  in  the  IDEX  II  program. 
(7)  (V)     DAMI-ISP' s  contractual  effort  to  produce  an  Army 
Imagery  Plan,  begun  in  FY  84,  was 'concluded  in  FY  8S.   The 
purpose  of  the  plan  is  to  identify  Army  imagery  needs  and  pro- 
vide management  actions  that  will  result  in  the  necessary 
fixes.   Several  coordination  meetings  were  held  where  repre- 
sentatives from  a  variety  of  MACOM  and  Army  components  par- 
ticipated. A  draft  copy  of  the  plan  was  sent  out  for 
coordination.   By  the  end  of  FY  85,  the  final  version  of  the 
plan  was  being  completed  by  the  contractor. 
(8) 
2-21
(10)  (U)  DAMI-ISP  represented  OACSI  in  the  Congressional 
review  of  the  FY  BH   Tactical  Imagery  Exploitation  System 
CTACIFS)  funds  reprog ramming  action  which  continued  to  be 
stalled  in  the  Senate  Armed  Services  Committee  (SASC). 
Support  by  the  Under  Secretary  of  the  Army  was  solicited  to 
convince  the  SASC  to  approve  the  FY  85  reproqrammina  action. 
At  year  end,  the  action'  was  still  staged  in  the  SASC. 
DAMI-ISP  prepared  materials  for  and  participated  in  brief inqs 
to  the  senior  Army  leadership  concerning  the  fate  of  TACIES. 
(11) 
! 
MOT  BEL£JlSii8LS  TO  FCH2132?!  fl5TJC^3
(1.2)  (U)  In  April,  DIA  and  ASD(C3I)  sponsored  the  fourth 
Defense  Intelligence  Technical  Forum  (DITFOR  IV).   Unlike  pre- 
vious forums,  this  one  concentrated  on  imagery  intelligence. 
The  chief  of  DAMI-ISP  presented  a  briefing  on  imagery  support 
for  the  Airland  Battle.   DAMI-ISP  made  efforts  to  have  wide 
Army  participation  in  the  forum.   Representatives  from  many 
Army  components  and  MACOMs  attended.   The  purpose  of  the  forum 
was  to  review  current  imagery  programs,  identify  service  and 
DOD  needs,  and  to  obtain  information  on  new  technologies. 
(13)  (U)  Prior  to  the  function  being  transferred  to 
DAMI-ISI  in  September,  DAMI-ISP  continued  to  represent  the 
Army  in  the  Peacetime  Reconnaissance  Forecast.   ISP  also  pro- 
vided information  on  Army  intelligence  systems  (IMINT,  SIGINT, 
and  HUMINT)  to  the  Joint  Staff  and  DOD. 
(14)  (U)  On  5  October,  ACSI  sent  the  Defense  Mapping 
Agency  (DMA)  a  statement  of  Army's  reouirements  for  digital, 
topographic  data.   This  statement,  prepared  by  the  U.S.  Army 
Engineer  Topographic  Laboratory  under  the  direction  of 
DAMI-ISP,  was  a  landmark  event  in  Armv  topoqraDhy  and  was  the 
first  step  in  developina  a  program  to  give  Army  the  terrain 
data  it  will  reguire  to  support  operations  in  the  1990's  and 
beyond. 
7-2A
UNCLASSIFIED 
(15)  (U)  DAMI-ISP  assisted  the  Office  of  the  Assistant 
Chief  of  Engineers  as  a  co-sponsor  of  the  Seventh  Annual  Army 
Topographic  Conference  held  at  Fort  Be.lvcir,  Vk,   from  29 
through  35  October.  Topics  solicited  from  the  field  were 
qrouped  into  presentations  and  a  series  of  workshops.  The 
workshops  were  on  organization, .  equipment  and  force  structure, 
innovative  techniques  and  data  sources,  personnel  and  trainina, 
and  future  requirements.   BG  Withers,  Deputy  Assistant  Chief  of 
Engineers,  opened  the  conference;  COL  Rirby,  Chief  of  the 
Geography  and  Computer  Science  Department  at  the  U.S.  Military 
Academy,  West  Point,  was  the  keynote  speaker. 
(16)  (U)  In  November,  DAMI-ISP  announced  the  designation 
of  FORSCOM  as  the  point  of  contact  for  coordinating  Army 
topographic  support  to  the  U.S.  Southern  Command. 
(17)  (U)  During  February,  DAMI-ISP  led  a  major  literature 
search  and  writing  effort  to  assemble  a  draft  White  Paper  on 
Array  Topography  for  the  Assistant  Chief  of  Engineers. 
Although  not  subseguently  released  by  the  Topographer  of  the 
Army,  the  draft  paper  strongly  influenced  subseouent  policy 
trends  in  topocjraphic  support  and  development  of  the  theme  for 
the  next  Army  Topographic  Conference. 
(18)  (U)  In  March,  as  a  culmination  of  work  by  DAMI-ISP 
and  counterparts  from  the  other  Services  on  the  OSD  Digital 
Data  Transformation  Working  Group,  OSD  announced  its  policy  on 
transformation  of  digital  MCfiG  data.   This  policy  requires  the 
7-2S 
UNCLASSIFIED
UNCLASSIFIED 
Services  to  provide  for  unioue  transformations  of  basic  data 
produced  by  DMA.   Army  is  the  only  service  with  a  programmed 
capability*  the  Digital  Topographic  Support  System  (DTSS),  to 
meet  this  reauirement. 
(19)  (U)  Also  in  March,  DAMI-ISP  identified  the  DTSS  to 
DCSOPS  as  a  maior  potential  exploiter  of  space-derived  imagery 
and  other  sensing.  This  action  led  to  a  series  of  further 
contacts  with  the  Army  Space  Initiatives  Study  (ASIS)  Group 
and  eventually  to  high  visibility  of  the  DTSS  in  the  Army's 
concept  of  how  it  will  exploit  space. 
(20)  (U)  During  the  POM  development  cycle  from  May  through 
July,  DAMI-ISP  ^ed  an  Army  action  which  argued  for  protection 
of  the  cost  of  the  DMA  modernization  program  at  the  short-term 
expense  of  ongoing  production.   Armv  and  the  other  services 
also  declined  to  decrement  their  respective  POMs  to  restore 
funding  to  DMA.   This  led  to  a  Program  Decision  Memorandum 
(POM)  issued  by  OSDCC3I)  on  25  August  which  partially  restored 
previously  reduced  DMA  funding  and  stated  that,  henceforth, 
the  services  would  be  reauired  to  program  the  production  costs 
of  unioue  MC&G  products  needed  in  suoport  of  emergina  weapons 
systems.   DAMI-ISP  represented  the  Armv  at  subseguent  meetings  to 
develop  an  implementation  pi  an  for   the  PDM.   Previously  stated 
Armv  reauirements  for  aeneric  data  sets  to  support  many 
systems  and  programs  should  reduce  the  impact  of  this  action. 
(21)  fU)  In  Auoust,  the  Assistant  Chief  of  Engineers 
established  the  Army  Topographic  Engineering  Coordinating 
2-26 
UNCLASSIFIED  31
UNCLASSIFIED. 
Committee  in  order  to  provide  a  mechanism  for  coordinating  Army 
topographic  initiatives  and  providing  feedback  on  the  needs  of 
the  Army  in  the  area  of  topographic  operations.  The  Chief , 
DAM I- ISP,  is  a  committee  member  and  represents  OACSI  at  the  regu- 
larly scheduled  auarteriy  meetings. 
(22)  (U)  DAMI-ISP  continued  to  work  with  FMA  to  ensure 
that  the  Army's  stated  needs  for  digital  topographic  data  were 
properly  understood  and  realistically  addressed.  The 
reguested  data  sets  were  renamed  Tactical  Terrain  Data  (TTD) 
and  Special  Terrain  Data  (STD)  to  avoid  con fusion  "with  stan- 
dard DMA  digital  products. 
(231  (U)  DAMI-ISP  sponsored  the  Eighth  Annual  Topographic 
Conference  at  Fort  Belvoir*  Vh,   from  30  September  to  2 
October.   The  conference  focused  exclusively  on  digital 
topography  and  was  attended  by  more  than  200  individuals  from 
Army  units  and  organizations  worldwide.   MG  Rosenberg ,  DMA 
Director,  and  MG  Dacey,  Assistant  Chief  of  Engineers,  pre- 
sented overviews  of  the  DMA  and  Army  roles  in  digital  mapping. 
LTG  Weinste'n,  Assistant  Chief  of  Staff  for  Intel 1 igence,  gave 
the  keynote  address  which  focused  on  topographic  support  to 
the  commander. 
(241  (U)  The  Jet.  Propulsion  Laboratory  Arroyo  Center 
completed  a  study  titled  "Weather  and  Environmental  Effects 
Intelligence  Needs  and  Methods."   The  study  used  extensive 
surveys  across  the  f ul 1  spectrum  of  Armv  functions  and  organi- 
zations.  The  analysis  of  the  surveys  resulted  in  several 
2-21 
UNCLASSIFIED  32
UNCLASSIFIED 
major  findings,  a  series,  of  charts  and  diagrams,  and  seven 
recommendations.  The  study  revalidated  the  need  for  weather 
effects  intelligence  and  discovered  that  Army  units  are  not 
trained  or  equipped  to  collect  weather  data  or  develop  weather 
effects  intelligence.  The  study  found  that  the  technology 
exists  to  satisfy  weather  observing  and  intelligence  short- 
falls.  The  problem  that  the  study  could  not  addres  was  how  to 
implement  the  recommendations  in  an  integrated  fashion. 
(25)  (0)  The  TRADOC  Weather  Environmental  Support  (TWESO) 
located  at  Ft  Leavenworth,  KS,  was  proq rammed  to  move  to  the 
Army  Intelligence  Center  and  School  so  that  resources  could  be 
more  effectively  used.  The  TWESO  responsibilities  and  person- 
nel will  be  moved  during  the  firs  tand  second  au.arter  of  FY 
86.   the  pending  move  held  ud  the  ISP  major  revision  of  three 
weather  regulations. 
(26)  (U)  Weather  and  environmental  effects  in  the  Army  are 
becoming  more  visible.   The  Assistant  Chief  of  Staff  for 
Intelligence  recoqnized  the  need  for  a  forum  to  develop 
aggressive  programs  to  enhance  the  weather  support  to  the 
Army.   Planning  and  funding  for  the  Army's  first  weather  con- 
ference began.   The  conference  will  he  in  the  Washington,  DC 
area  durinq  the  second  quarter  of  FY  8fi. 
(27)  (U)  DAMI-ISP  prepared  a  statement  of  work  and  coor- 
dinated the  contractual  negotiations  for  a  Conqressionall y 
directed  procurement  and  test  of  a  tactical  weather  intelli-' 
gence  system.   Contract  negotiations  were  suspended  in  July 
2-28 
UNCLASSIFIED  33
UNCLASSIFIED 
when  the  legal  staff  of- the  Defense  Supply  Service-Washington 
and  the  contractor  could  not  agree  on  the  legality  of  a  con- 
tingency fee  arrangement  between  the  primary  contractor  and 
subcontractor.  Coordination  to  rebid  the  system  began. 
(28)  (U)  FY  85  Weather  Support  Costs  and  Personnel.* 
Observations  $11,215,000  364 
Predictions  3,508,000  0 
Dissemination  1,288,000  0 
System  Support  17,644,000  23 
Total  $33,6*»5,000         387 
•The  Federal  Plan  for  Meteorological  Services 
and  Supporting  Research. 
e.   (U)  Signals  Intelligence  Division  (DAMI-ISS). 
(1)  (U)  The  actions  conducted  by  the  SIGINT  Division 
during  FY  85  were  focused  on  four  primary  areas:   planning 
and  managing  a  broad  scope  of  innovative  projects  and  programs 
to  measurably  increase  capabilities  of  tactical  SIGINT  eouip- 
ment  and  dramatically  increase  the  skill  level  of  tactical 
SIGINT  personnel  y  coordinating  representation  of  Army  require- 
ments in  National  level  fora j  placing  Army  personnel  in  key 
positions  to  achieve  maximum  utilization  of  National  resour- 
ces ;  and  seeking  technical  sensors  for  measurement  and  signa- 
ture data  collection. 
( 2 )  ( U )  Planning ,_  _P  roq r amm i nq.  Budgeting,  a  n d  _E vajhu a  t  i  o  n 
System  f  PPBES)  _Team . 
(a)  (U)  Continuing  Functions.   The  team  served  as  the 
Department  of  the  Army  focal  point  for  siqnals  intelligence 
policy,  plans,  programs,  and  operations.   Tt  also  participated 
2-29 
UNCLASSIFIED  34
j^RH 
in  Army  and  Intel liqence  Community  sponsored  studies  which 
support  the  development  of  new  systems  or  capabilities,  and 
represented  the  Army  at  DCI-leveJ.  committee  meetings.  The 
team  provided  the  Army  member  for  the  followinq  major  fora: 
m  (U)  The  DCI  SIGINT  Committee. 
(2) 
s  a  prermanent  subcommittee,  under  the  DCT  SIGINT 
Committee,  responsible  for  receipt,  approval,  and  subseauent 
generation  of  Intel liaence  guidance  in  response  to  tasks  to  be 
levied  on  national  resources.  The  SORS  continually  monitors 
requirements  and  provides  collection  and  processing  guidance 
for  both  lonq  and  short  term  needs. 
(A)    (13)   Representation  to  the  Proqram  Manager  of  the 
Consolidated  Crvptoloqic  Proqram  (CCP),  for  the  purpose  of 
2-30
pm 
program  development  and  review,  and  budget  formation,  lust i fl- 
oat ion  and  defense.  The  goal  is  to  ensure  that  Army  interests 
are  properly  and  adeguately  addressed. 
(5) 
fb>  (tn  Major  Projects. 
(V    (u>  Army  Manning  for  OCMC  A  community  memorandum  of 
understanding  for  manning  a  collection  management  center  of 
National  resources  was  approved  by  the  Director  of  Central 
Intelligence  in  January  1985.  In  response  to  HODA  reguest, 
INSCOM  acguired  four  Army  spaces  for  the  OCMC  and  placed  them 
on  the  CONUS  MI  Group  TDA.   A  reguest  for  a  fifth  space  is 
pending.  Two  of  the  spaces  were  filled  in  March  1985. 
Physical  space  limits  in  the  OCMC  prevented  the  filling  of  the 
other  spaces. 
f2> 
2-31
m  (U)  TRUE  BLUE.   In  November  1084,  by  memorandum  of 
understanding  between  the  NSA  and  the  INSCOM,  the  TRUE  BLUE 
program  was  recognized  and  expanded,   the  purpose  of  the 
program  is  to  place  Army  elements  at  selected  field  activities 
to  provide  a  dedicated  peacetime  mechanism  for  supporting  Armv 
commanders  which  can  be  transitioned  by  war.   By  the  end  of  FY 
85,  Army  ELINT  analyst  support  consisted  of  fl  W<*BJs   spread  %* 
98 Js  spread  ^% 
across  four  of  the  nine  assignment  sites.   Plans  can  for  the  % 
assignment  of 
5USC552(t»{Z> 
8Js  by  June   1987. 
2-3? 
$
(5)  (U)  Wart  fine  Reserve  Modes  (WARM).  -The  WARM  Committee, 
chartered  by  the  National  ELINT  Group  in  1983,  completed  its 
task  and  published  a  position  paper  in  March  1985.   The 
Committee  had  studied  the  extent  of  WARM,  gathered  available 
data,  assessed  the  potential  impact  on  intell igence,  opera- 
tions, and  research  and  development,  and  made  recommendations 
for  follow-on  action.  A  lot  of  information,  problems,  and 
potential  solutions  were  shared  in  the  three  WARM  workshops 
which  the  committee  hosted.   The  workshops  were  attended  hy 
operators,  collectors,  intelligence  analysts,  and  engineers. 
(6) 
2-13
ym 
f7)  (0)  In  late  1984,  a  blue  ribbon  panel  was  formed  to 
study  NSA  and  Service  Cryptoloqic  Elements  (SCEs)  rela- 
tionships. The  panel  report  resulted  in  the  Director,  NSA, 
directing  the  formation  of  a  Senior  Council  to  address  speci- 
fic policy  problems  identified  in  the  panel  report.   MG 
Soyster,  INSCOM  Commander,  represents  the  Army  on  the  Senior 
Council.  mHPBB 
'3*  *°)  The  Technical.  Reconnaj_ss^anc^e_and_Sjurve  11  lance 
TECRAS  TEAM. 
fa) 
2-34 
\
M)  (U)  The  Military  Support  Team. 
(a)  (U)  The  Military  Support  Team  interacted  throughout 
the  year  with  the  MACONs,  Corps,  and  tactical  Army  elements 
through  TDYs,  hosting  visits,  messages,  and  phone  calls,   the 
team  used  meetings,  briefings,  and  information  papers  to  main- 
tain close  contact  with  other  Army  staff  elements,  ether  ser- 
vice staff,  Army  aqencies,  especial/  TNSCOM,  and  National 
intelligence  agencies,  particularly  NSA.   Members  of  the  team 
were  very  involved  in  the  proiects  listed  below  and  other 
EOT  B5lEfi8a2l5  TO  FSrXiSH  t!STlC5>S2.S
m/f 
activities,  ai.l  of  which  are  focused  on  tactical  SIGIMT 
support. 
(h)  (0)  Major  Problems. 
?-37
M)*(U)  IMPROVED  GUARDRAIL  V.   A  second^  Improved  GUARDRAIL 
V  (I-GRV)  has  been  deployed  to  USAREUR,  (2d  MI  Battalion  (AE), 
2075h  MI  Group  fCEWI).   the  I-GRV  is  an  improved  COMINT/DF 
system  that  is  the  core  system  for  the  1990's  GUARDRAIL  COMMON 
SENSOR. 
(1)    (u)  CORPS  IEW  UAV.   A  Reauired  Operational  Capability 
(ROC)  for  a  Corps  Unmanned  Aerial  Vehicle  (UAV)  was  approved 
and  the  decision  made  to  proceed  as  a  non-developmental  item 
(NDI).   This  was  in  the  Army's  initial  effort  at  acquiring  a 
survivable  airborne  intelligence  collection  system  for  future 
lethal  battlefields. 
(*) 
2-38 
HOT  RELE&J&L5  70  FSHEKffl  niTIC^'."
•  I    • 
PAGE  (S)  </*/-   */^ 
WITHHELD 
5USC552 10;  ^
UNCLASSIFIED 
SECTION  3 
DIRECTORATE  OF  COUNTERINTELLIGENCE 
1.   (U)  OVERVIEW.  The  Counterintelligence  Directorate  is  admi- 
nistratively divided  into  three  separate  divisions  with  the 
responsibilities  of  Security,  Counterintelligence  Operations,  and 
Technology  Transfer/Foreign  Disclosure.  Although  they  operate  as 
individual  elements,  their  functions  and  responsibilities  are 
related  and  they  work  together  to  accomplish  a  diverse  mission. 
a.  (U)   Security  Division.  The  primary  functional  respon- 
sibility of  the  Security  Division  is  to  develop,  publish,  moni- 
tor, and  guide  security  policy  in  the  various  sub-disciplines, 
i.e..  Information,  Personnel,  and  Sensitive  Compartmented 
Information  (SCI).   The  Security  Review  and  Freedom  of 
Information  mission  provides  a  security  service  to  the  Army  Staff 
and  the  public.  The  litigation  functions  involve  coordination  on 
all  litigation  matters  that  deal  with  Army  Intelligence.  During 
FY  85,  major  programs  and  related  regulations  were  revised  as 
necessary  and  guidance  was  continuously  being  disseminated  to 
Army  field  elements.   The  number  of  actions  processed  this  FY 
increased  substantially  in  all  sections  of  the  Division.   The 
trend  is  expected  to  continue.   A  further  increase  in  the  workload 
of  the  Division  in  FY  85  was  caused  by  the  extra  detail  and 
effort  required  on  several  actions  relating  to  sensitive  issues 
which  came  to  national  public  attention. 
b.  (U)   Counterintelligence  Operations  Division.   The  pri- 
mary functional  responsibility  of  the  Counterintelligence 
3-1 
UNCLASSIFIED
UNCLASSIFIED 
Operations  Division  is  to  develop,  publish,  monitor,  and  guide 
policy  regarding  the  U.S.  Army  counterintelligence  activities, 
foreign  counterintelligence  programs,  automation  security,  com- 
munications security,  special  access  programs,  counterterrorism, 
and  technical  surveillance  countermeasures.   During  FY  85,  in- 
creased attention  was  given  to  the  support  of  special  access 
programs,  as  well  as  to  the  counterterrorism  effort.  The  trend 
towards  stronger  emphasis  in  both  areas  is  expected  to  continue. 
c.   (U)   Technology  Transfer  Division.  The  Technology 
Transfer  Division,  as  the  focal  point  on  the  Army  Staff  for  tech- 
nology transfer  actions  and  policy  issues,  coordinates  the  Army's 
efforts  in  support  of  the  Coordinating  Committee  on  Multilateral 
Export  Controls  (COCOM) ,  the  Commodity  Control  List,  the  Muni- 
tions List,  and  the  Military  Critical  Technologies  List.  Division 
personnel  participate  in  the  munitions  and  strategic  trade  case 
review  process,  evaluate  bilateral  and  multilateral  co-development 
and  co-production  agreements,  submit  all  Army  originated  reguests 
for  exception  to  the  National  Disclosure  Policy,  and  adjudicate 
foreign  reguests  for  visits,  documents  and  personnel  accreditations. 
During  FY  85,  increased  emphasis  was  placed  on  the  Technology 
Transfer  Security  Program  in  response  to  the  increasing  number  of 
Army  international  programs.   This  emphasis  is  expected  to 
continue. 
2.   (U)   MAJOR  ORGANIZATIONAL  CHANGES. 
a.   (U)   Director's  Office. 
3-2 
UNCLASSIFIED  47
UNCLASSIFIED 
(1)  (U)  Colonel  Anthony  J.  Gallo,  Jr.  was  the  Director 
during  all  of  FY  85. 
(2)  (U)  The  position  of  Executive  Officer  was  deleted 
in  December  1984.  Hajor  Robert  A.  Harding,  the  incumbent,  was 
transferred  to  the  Technology  Transfer  Division.  Although  CW2 
James  E.  Ellett,  Security  Division*  was  declared  excess,  he  was 
transferred  to  the  Directors  Office  and  continued  to  serve  in  the 
capacity  of  Executive  Officer. 
(3)  (U)  In  March  1985,  Melissa  Johnson  was  hired  as  one 
of  the  directorate  clerk-typists.  Linda  Price  was  transferred  to 
the  Counterintelligence  Operations  Division. 
(4)  (U)   In  April  1985,  Crystal  Lee  was  hired  as  an 
additional  clerk-typist. 
b.   (U)   Security  Division. 
(1)   (U)   Key  personnel  incumbent  during  all  of  FY  85 
were  as  follows: 
(a)  (U)   Mr.  Frank  Dill,  Division  Chief,  January  1976 
-  present. 
(b)  (U)   Mr.  Joseph  C.  Pell,  Personnel  Security,  1 
February  1977  -  present. 
(c)  (U)   Mr.  Walter  A.  Mestre,  Personnel  Security, 
20  June  1982  -  present. 
(d)  (U)   Mr.  George  J.  Br om well,  Security  Review, 
21  January  1979  -  present. 
(e)  (U)   Ms.  Patricia  Shea,  Security  Review,  22  May 
1983  -  present. 
3-3 
UNCLASSIFIED 
-     48
UNCLASSIFIED. 
(f)  (U)   Mr.  Carl  L.  Bjorkman,  Information 
Security,  9  March  1979  -  present. 
(g)  (U)   Ms.  Rene  T.  Davis-Harding,  Information 
Security,  22  February  1983  -  present. 
(h)   (U)   Mr.  Fred  Wirth,  Sensitive  Compartmented 
Information  Policy,  6  September  1983  -  present. 
(i)   (U)   Mr.  James  D.  Passarelli,  Security 
Awareness,  Education  and  Training,  5  November  1983  -  present. 
(2)   (U)  Ms.  Fran  McGowan  departed  the  Sensitive 
Compartmented  Information  (SCI)  Policy  Section  on  10  May  1985. 
She  was  replaced  by  Ms.  Claudia  Smith  on  28  July  1985.  As  a 
result  of  the  untimely  death  of  Mr.  Roger  R.  Pierce, 
FOIA/PA/Litigation,  he  was  replaced  by  Mr.  James  Seino  on  16 
September  1985.   One  of  the  military  positions  in  the 
FOIA/PA/Litigation  area  was  civilianized  and  Mr.  Ralph  Johnson  was 
placed  in  the  position  on  1  June  1985.   The  military  encumbent  in 
the  position,  CW2  James  H.  Ellett,  was  reassigned  as  Executive 
Officer  to  the  Director,  Counterintelligence,  in  January  1985. 
CPT  Trudie  E.  Thompson,  FOIA/PA/Litigation,  resigned  her  com- 
mission and  departed  in  December  1984. 
c*   tU)   Counterintelligence  Operations  Division. 
(1)   (U)   Key  personnel  incumbent  during  all  of  FY  85  were 
as  follows; 
(a)  (U)   LTC  Peter  A.  Vinett,  28  June  1982  -  present. 
(b)  (U)   Mr.  Ronald  L.  Fann,  1  July  1981  -  present. 
(c)  (U)   SFC  Robert  J.  Greenwood,  15  June  1982  - 
present. 
3-4 
UNCLASSIFIED  --00^
(d)  (U)   Mr.  Ted  Snediker,  November  1984  -  present. 
(e)  (U)   Ms.  Udine  Coletta,  14  February  1982  - 
present. 
(f)  (U)   MAJ  Jack  Freeman,  1  August  1983  -  present. 
(2)   (U)   Key  personnel  changes  during  FY  85.   On  5  June 
1984,  Mr.  Frank  Aurelio  departed  as  the  Division  Chief.  LTC 
Peter  A.  Vinett  acted  as  Division  Chief  until  27  September  1985 
when  Mr.  Ronald  L.  Fann  assumed  the  position  of  Division  Chief. 
During  FY  85,  LTC  Preston  L.  Funkhouser,  Terrorism  Policy  Staff 
Officer,  was  reassigned  to  Fort  Bragg,  NC.  He  was  ieplaced  by 
LTC  James  Robinson  who  left  this  position  to  become  the  Chief  of 
CI  Directorate's  Technology  Transfer  Division.  Following  LTC 
Robinson's  departure,  LTC  John  V.  Lewin  moved  to  DAMI-CI  from 
DAKI-FL  and  assumed  this  position.  MAJ  (P)  Richard  Armstrong, 
the  Counterintelligence  Operations  Officer  responsible  for  doc- 
trinal matters,  battlefield  deception,  and  counterintelligence 
support  to  operations  security,  departed  for  reassignment  to  Fort 
Hood,  TX.   His  position  was  cut  in  a  staff  reduction  action  be- 
fore the  end  of  the  fiscal  year.  LTC  (P)   Michael  Hemovich,  the 
Special  Plans  officer,  was  reassigned  to  DIA  and  replaced  by  LTC 
Paul  A.  Pelletier.   Mr.  Thomas  D.  Howard  also  joined  the  Special 
Operations  Team  to  work  in  the  areas  of  special  access  programs 
and  DAIG  findings.   MAJ  (P)  James  L.  Simmons,  Signal  Security 
Staff  Officer,  departed  for  reassignment  to  JCS.   Mr.  Ralph 
Neeper,  who  handled  accreditation  actions  for  automated  infor- 
mation systems  departed  for  assignment  to  the  U.S.  Army  Managememt 
3-5 
UNCLASSIFIED
Systems  Support  Agency.  He  was  replaced  by  Mrs.  Bernice  Boykin. 
Mr.  Paul  O'Connell  filled  the  newly  authorized  OFCO/DCE  Policy 
Staff  Officer  position  on  the  Special  Operations  Team.  Mr.  Mark 
Randol  began  a  two  year  counterintelligence  internship  in  November 
1984.   SFC  Jackie  E.  Smith  was  assigned  to  the  division  in 
February  1985  with  specific  duties  in  the  terrorism  policy  arena. 
(3)   (U)  Organizational  changes. 
(a)  (U)  During  FY  85,  the  name  of  the  division 
was  changed  from  CI/OPSEC  Division  to  Counterintelligence  Opera- 
tions Division  concurrent  with  a  reorganization  into  a  team 
structure.  The  Special  Operations  Team  was  created  with  Mr.  Ted 
Snediker  designated  as  Team  Chief,  the  Counterintelligence 
Operations  Team  was  created  with  LTC  Vinett  designated  as  Team 
Chief,  and  the  Automation  Security  Team  was  created  with  MAJ  (P) 
Freeman  as  Team  Chief. 
(b)  (U)   The  Special  Operations  Team  was  struc- 
tured to  encompass  CI  support  to  Army  special  access  programs 
(SAP),  defensive  and  offensive  counterespionage,  special  plans, 
battlefield  deception,  monitorship  of  CI  production,  and  the 
OACSI  focal  point  for  OACSI  related  findings  arising  from  the 
DAIG  special  inspection  of  procurement.   During  the  year,  the  SAP 
area  expanded  to  include  acting  as  the  OACSI  focal  point  for  in- 
telligence support  to  the  DA  SAP  Oversight  Committee  for  assist- 
tance  to  Army  MACOMs  in  resolving  SAP-peculiar  intelligence  pro- 
blems, and  the  primary  OACSI  point  of  interface  with  the  DA 
Technology  Management  Office. 
3-6 
.UNCLASSIFIED
UNCLAS&£ii:4 
(c)   (U)  In  October  1984,  three  spaces  were 
reprog rammed  in  the  Army  Foreign  Counterintelligence  (FCI) 
Program  to  support  the  Counterintelligence  Operations  Division. 
One  position  provided  staff  augmentation  to  the  Special 
Operations  Team  through  assignment  of  a  Staff  Policy  Officer 
responsible  for  offensive  counterintelligence  operations/ 
defensive  counterespionage  matters.  This  position  is  a  Great 
Skills  position  in  the  U.S.  Army  Intelligence  and  Security 
Command  with  duty  at  the  Counterintelligence  Directorate,  OACSI. 
The  two  remaining  positions  were  an  E-8  Terrorism  Policy  Staff 
NCO  and  an  0-4  Terrorism  Policy  Staff  Officer, 
d.   (U)  Technology  Transfer  Division. 
(1)   (U)  Key  personnel  incumbent  during  FY  85  were  as 
follows: 
(a)  (U)  LTC  James  R.  Robinson,  Division  Chief,  19 
December  1984  -  present. 
(b)  (U)  LTC  David  A.  Bell,  Technology  Control 
Officer,  22  February  1984  -  present. 
(c)  (U)  Mr.  Fred  E.  Mannke ,  Policy  and  Programs, 
22  February  1983  -  present. 
(d)  (U)  LTC  Robert  G.  Myers,  Policy  Officer,  10 
October  1984  -  present. 
(e)  (U)  MAJ  (P)  Robert  A.  Harding,  Technology 
Control  Officer,  1  November  1984  -  present. 
(f)  (U)  MAJ  (P)  Michael  D.  Humenik,  Technology 
3-7 
UNCLASSIFIED
UNCLASSIFIED 
Officer,  12  July  1985  -  present. 
(9)   (U)  Mr.  Kenneth  C.  Raymer,  Security 
Specialist,  18  March  1985  -  present. 
(2)   (U)  Key  personnel  changes.  COL  Lance  R.  Cornine, 
Division  Chief  since  18  July  1983,  departed  for  INSCOM  on  19 
December  1984.  He  was  temporarily  replaced  by  LTC  Gary  E.  Brosch 
until  21  July  1985.  LTC  Brosch  retired  and  was  replaced  by  LTC 
(P)  Robinson. 
3.   (U)   NARRATIVE  OF  ACTIVITIES. 
a.  (U)  Director's  Activities.  During  FY  85,  Colonel  Gallo 
continued  his  efforts  to  expand  Army  CI  involvement  in 
Intelligence  Community  counterintelligence  efforts  through  active 
participation  in  National  and  DoD  CI  activities.  He  represented 
the  Army  as  principal  member  of  the  DCI's  Security  Committee,  the 
Intergovernmental  Counterintelligence  Committee  chaired  by  FBI's 
Judge  Webster,  the  Intergovernmental  Countermeasures  Committee 
chaired  by  General  Stilwell,  DUSD(P),  the  Defense  Counter- 
intelligence Board,  and  the  National  OPSEC  Advisory  Committee. 
In  order  to  enhance  interface  with  CI  elements  in  the  field,  COL 
Gallo  performed  field  visits  to  Europe  (650th  MI  Group,  USAREUR, 
66TH  MI  Group,  USCOB)  in  October  1984  and  the  Pacific  (WESTCOM, 
500th  MI  Group,  501st  MI  Group,  USARJ,  and  UNC/EUSA/USFK)  in  May 
1985. 
b.  (U)   Security  Division. 
(1)   (U)   Freedom  of  Information  Act  (FOIA) ,  Privacy  Act 
(PA)  and  Litigation  (LIT). 
3-8 
I  UNCLASSIFIED 
»■  s
UNCLASSIFIED 
(a)   (U)   115  FOIA,  22  PA  and  32  mandatory  declassi- 
fication review  actions  were  processed.  Thirty-two  other  actions 
(i.e.,  LIT  cases.  Congressional  inquiries,  etc)  were  also 
processed. 
(b)   (U)  The  Secretary  of  the  Army  on  20  February 
1985  directed  the  formation  of  an  Army  Task  Force  to  assist  the 
Department  of  the  Justice  (DOJ)  in  its  investigation  into  the 
whereabouts  of  the  infamous  Dr.  Josef  Mengele,  and  his  associa-  . 
tion  with  the  U.S.  Army  in  leaving  Europe  and  resettling  in  South 
America.   DAMI-CIS(L)  was  heavily  involved  in  this  project.  Mr. 
Frank  Dill,  Chief,  Security  Division,  was  named  to  the  U.S.  Army 
Task  Force  to  assist  the  DOJ.  The  U.S.  Army  Investigative  Records 
Repository,  Fort  Meade,  Maryland,  was  found  to  be  in  possession 
of  over  118  reels  of  microfilm  on  intelligence  files  from  Europe. 
Over  380  boxes  of  files  pertaining  to  the  Army  Counterintelligence 
Corps  (CIC)  and  the  U.S.   Army  Intelligence  Training  Center  were 
located  in  the  Washington  National  Records  Center,  Washington,  DC. 
All  of  this  material  was  painstakingly  searched  in  a  massive 
project  of  approximately  6  months  duration.   Over   138,961  card 
files  were  contained  within  the  microfilm  reels,  and  where  appro- 
priate, ^these  film  titles  were  added  to  the  coumputerized  Defense 
Central  Index  of  Investigation  during  the  Mengele  Project.   In 
addition,  200  boxes  of  records  concerning  U.S.   Forces,  and 
Austria,  were  also  searched.   The  project  continued  throughout 
FY  85  and  well  into  FY  86.   In  short,  the  CI  Directorate,  OACSI, 
3-9 
UNCLASSIFIED  54
UNCLASSIFIED 
played  a  major  role  in  the  massive  Army  search  for  records  per- 
taining to  Dr.  Josef  Mengele. 
(c)   (U)   On  28  June  1985»  the  General  Accounting 
Office  (GAO)  submitted  their  report  titled,  "Nazis  and  Axis 
Collaborators  Were  Used  to  Further  U.S.  Anti-Communist  Objectives 
in  Europe — Some  emigrated  to  the  United  States"  to  the  Congress. 
This  report  stopped  short  of  criticizing  the  Army  for  using  war 
criminals  for  intelligence  purposes  given  the  dire  need  for 
intelligence  during  the  Cold  War  period  of  post  WW  II.   Inasmuch 
as  most  of  the  files  reviewed  by  GAO  were  Army  intelligence 
files,  both  DAMI-CIS(L)  and  the  FOIA/PA  office  at  Fort  Meade,  MD, 
were  an  integral  part  of  the  GAO  effort  by  performing  declassifi- 
cation reviews  of  pertinent  records  and  responding  to  GAO 
interrogatories  concerning  the  reasons  and  conditions  under  which 
the  Army  used  certain  Nazi  personalities  after  WW  II.   The 
results  of  this  report  were  well  received. 
(2)  (U)   Security  Review  Section.   To  insure  proper 
classification  prior  to  release  to  Congress  and/or  the  public, 
this  section  processed  over  12,498  requests  for  security  review. 
The  requests  entailed  the  reading  of  approximately  82,756  pages 
of  material,  an  increase  of  5,828  pages  over  the  previous  year. 
(3)  (U)   Security  Awareness  and  Education  Program. 
During  FY  85,  OACSI's  security  education  program  manager  con- 
tinued his  oversight/inspection  (0/1)  program  of  the  Major 
Command/Army  Staff  Agency  Security  Education  Programs.   Seventeen 
3-10 
■UNCLASSIFIED  55
UNCLASSIFIED 
0/1  were  completed.  Follow-up  action  was  taken  on  completed  FY  ' 
84  0/1.  Plans  were  made  to  initiate  phase  2  of  the  0/1  program 
during  FY  86  to  measure  the  quality  of  annual  security  refresher 
briefings  by  attending  briefings  presented  by  MACOM/ARSTAF 
Security  Managers.  He  continued  his  association  with  the  DCI 
Security  Committee* s  Security  Awareness  and  Education 
Subcommittee (SAES) ,  assuming  the  chairmanship  in  April  85,  and 
led  the  preparations  for  the  second  annual  week-long  Security 
Educators'  Seminar  at  the  FBI  Academy,  Quantico,  VA.   Additional 
chairmanship  responsibilities/accomplishments  included  prepara- 
tion of  strawmen  for  a  DCI  initiative  to  counter  damage  to  the 
national  security  from  the  disclosure  of  classified  information  to 
unauthorized  individuals. 
(4)   (U)   Information  Security. 
(a)   (U)  On  behalf  of  the  Army,  the  ACSI  sponsored 
the  Department  of  Defense  Security  Luncheon  on  7  November  at  the 
Boiling  Air  Force  Base  Officer's  Club.  The  luncheons  are  held 
quarterly  to  foster  better  communication  within  the  Federal 
Government  security  community,  and  are  sponsored  on  a  rotating 
basis  among  the  DoD  components.  Ms.  R.  T.  Davis-Harding  acted  as 
the  Luncheon  Coordinator.   BG  James  W.  Shufelt,  COL  Anthony  J. 
Gallo,  Jr.,  Mr.  Frank  Dill,  and  Mr.  Carl  Bjorkman  served  as  offi- 
cial Army  hosts  of  the  event.   Mr.  Joseph  L.  Tierney,  Section 
Chief,  Intelligence  Division,  FBI,  was  the  keynote  speaker  on  the 
subject.   "Espionage  -  No  Agency  is  Immune".   Music  was  provided 
during  the  Luncheon  by  the  Army  Band  and  two  interesting  displays 
3-11 
UNCLASSIFIED  5t>
UNCLASSIFIED 
of  Military  Intelligence  history  were  provided  by  the  Army 
Historian.  With  close  to  300  security  management  attendees  from 
agencies  government-wide,  the  Army  sponsored  DoD  luncheon  boasted 
the  largest  attendance  yet  attained  at  such  an  event. 
(b)  (U)   On  19  November  1984,  Mr.  Carl  Bjorkman 
was  selected  as  the  ACSI  representative  for  an  Action  Officer 
Working  Group  tasked  by  the  Director  of  the  Army  Staff  to  review 
procedures  for  dissemination  of  classified  messages  and  creation 
of  AIGs  to- determine  whether  distribution  could  be  reduced.   The 
Group  selected  ODCSOPS  for  review,  because  their  cables  section 
operates  24-hours  per  day  and  handles  the  largest  volume  of 
classified  message  traffic  on  the  Army  Staff.   The  final  report, 
submitted  to  the  Director  of  the  Army  Staff,  found  that  fully 
50%  of  classified  message  traffic  distributed  within  ODCSOPS 
could  be  eliminated.   The  report  recommended  a  complete  review  of 
all  Army  Staff  Agency  AIGs  be  conducted  by  a  similar  working 
group. 
(c)  (U)   The  FY  85  DA  Security  Managers  Conference 
was  hosted  by  the  CI  Directorate,  OACSI,  during  22-26  April  1985 
at  Headquarters,  INSCOM,  Arlington  Hall  Station.   Mr.  Carl 
Bjorkman  planned  and  conducted  the  week-long  conference  which  was 
the  frst  to  be  held  since  1980.   The  conference  provided  a  forum 
for  discussion  of  new  DoD  and  DA  information,  industrial, 
intelligence  and  personnel  security  requirements,  and  a  variety 
of  topics  of  general  interest  presented  by  many  guest  speakers. 
3-12 
UNCLASSIFIED  57
UNCLASSIFIED 
An  estimated  60  security  managers  from  DA  activities  world-wide 
attended.  All  agreed  the  conference  was  the  highlight  of  1985. 
(d)  (U)   On  28  February  1985,  The  Deputy  Under 
Secretary  of  Defense  (Policy)  directed  that  all  Military  Depart- 
ments and  DoD  Agencies  immediately  implement  the  requirement  con- 
tained in  National  Security  Decision  Directive  No.  64,  requiring 
all  personnel  to  execute  a  nondisclosure  statement  reaffirming 
their  intention  to  protect  classified  information  as  a  condition 
of  access.   In  response  to  the  directive,  Ms.  R.  Davis-Harding 
developed  DA  Circular  380-85-1,  Department  of  the  Army  Implement- 
ing Instructions  for  the  Classified  Information  Nondisclosure 
Agreement,  SF  189,  dated  15  July  1985.   The  Army  Circular  was  the 
first  publication  implementing  the  Directive,  and  remains  the  model 
for  programs  within  other  government  agencies. 
(e)  (U)  On  20  March  1985,  Ms.  R.  Davis-Harding 
issued  an  OACSI  policy  letter  concerning  the  effect  of  the  imple- 
mentation of  OMB  Circular  A-76,  Commercial  Activities,  on  security 
functions  which  involve  access  to  classified  information.  The 
intent  of  the  Commercial  Activities  Program  is  to  contract  govern- 
ment functions  which  may  be  performed  note  economically  by  industry. 
Concerns  had  frequently  been  expressed  by  Army  elements  that  many 
sensitive  and  inherently  governmental  security  functions  were 
being  contracted.   The  OACSI  20  March  letter  acknowledged  the 
risk  inherent  in  contracting  security  activities  which  involve 
significant,  uncontrolled  contractor  access  to  all-source  in- 
telligence and  other  classified  information.   The  purpose  of  the 
3-13 
UNCLASSIFIED  ..      58
letter  was  to  distinguiUWw«SS3fl£pe  requirements  of  security 
functions  from  others*   OACSI  policy  guidance,  and  a  synopsis  of 
exemptions  granted  on  the  basis  of  an  unacceptable  risk  to 
national  security  was  also  provided.  The  policy  letter  was  the 
first  step  in  ensuring  security  and  resource  managers  addressed 
the  security  requirements  of  Commercial  Activities  studies. 
(5)   (U)   SCI  Policymaking. 
(a)  (U)   Background:   Over  240  hours  of  effort 
were  expended  in  support  of  five  Director  of  Central  Intelligence 
(DCI)  subcommittees  and  working  groups  and  Defense  Intelligence 
Agency  (DIA)  staff  on  SCI  policy  matters.  This  effort  was  in 
addition  to  time  expended  on  Army  regulations  (ARs) . 
(b)  (U)   Results: 
1  (U)   Between  July  and  the  end  of  FY  85,  DIA 
distributed  three  new  DoD  SCI  administrative  security  manuals. 
In  August,  the  new  ACSI  issued  policy  changes  regarding  SCI  ac- 
cess authorizations  which  were  promptly  implemented  by  a  message 
supplement  to  DoD  C-5105.21-M-1. 
2  (U)   In  March  1985,  AR  380-38  (Army  Privacy 
Communications  System)  (PCOMS)  was  staffed  Army-wide.  Action  was 
then  suspended  at  the  request  of  the  DAIG  based  on  an  on-going 
investigation.   DAIG  subsequently  submitted  policy  changes.  The 
first  draft  of  the  AR  was  submitted  to  TAGO  in  July  1985.   After 
revision,  TAGO  sent  the  final  draft  to  the  publisher.   In 
September  1985,  the  final  galley  proof  was  returned  to  TAGO. 
3-14 
UNCLASSIFIED
UNCLASSIFIED 
Over  160  roan-hours  of  effort  were  expended  on  this  AR  during  FY 
85. 
3   (U)   In  November  1984,  the  U.S.  Army 
Information  Systems  Command  (USAISC)  requested  a  major  policy 
change  to  the  draft  of  AR  380-28  (Army  Special  Security  Office 
(SSO)  System).  USAISC's  concern  was  over  operational  control  of 
USAISC  communicators  by  U.S.  Army  Special  Security  Group  (USSSG) 
Special  Security  Offices  (SSOs) .  This  issue  was  resolved  in 
April  1985,  and  the  AR  was  edited  and  sent  to  TAGO  in  July. 
After  several  sessions  with  TAGO  editors  and  subsequent  revi- 
sions, the  final  draft  was  submitted  as  FY  85  ended.  An  esti- 
mated 160  man-hours  of  effort  were  expended  on  AR  380-28. 
_4   (U)   A  draft  of  AR  380-35,  to  implement  DoD 
C-5105.21-M-1,  was  prepared  and  staffed.  Most  comments  were 
received  and  the  draft  revised  by  May.  However,  the  SCI  action 
officer  was  promoted  and  left  for  a  new  job  and  as  FY  85  ended 
had  not  been  replaced.  With  the  SCI  Policy  Section  at  50  per- 
cent staffing,  only  limited  piecemeal  editing  of  the  AR  was  done 
when  actions  of  the  AR  380-28  and  AR  380-38  permitted.   Estimate 
approximately  200  man-hours  of  effort  were  expended  on  AR  380-35. 
(6)   (U)   SCI-Security  Doctrine  and  Training. 
(a)   (U)   Background:   Based  on  research  and 
investigation  of  a  void  in  SCI  communications  doctrine  in  FY  84 
and  FY  85,  it  became  apparent  that  a  similar  void  existed  in 
doctrine  for  Special  Security  Office  (SSO)  operations.   In 
November  1984,  TRADOC  was  requested  to  publish  Army  field  manuals 
3-15 
UNCLASSIFIED
(PMs)  on  SCI  support  provided  by  the  DA  SSO  System.  Con- 
currently, the  U.S.  Army  Intelligence  Center  and  School  (USAICS) 
began  development  of  a  formal  course  of  instruction  for  Army 
Special  Security  Officers. 
(b)  (U)   Results: 
1      (U)   Provided  comments  tc  HQ  U.S.  Army 
Special  Security  Group  (USASSG)  in  coordinating  training  tasks 
for  USAICS  SSO  training.   Initial  courses  started  in  April  1985 
and  were  considered  a  good  first  effort.   However,  courses  had  a 
significant  shortcoming:   Training  was  limited  to  officers  and 
did  not  include  Army  NCOs  being  assigned  to  SSO  duties.  This  is 
a  major  shortcoming  since  intelligence  trained  or  qualified 
enlisted  personnel  are  not  being  used  in  SSO  duties. 
(c)  (U)   In  September  and  October  1985,  the  SME 
was  TDY  in  Washington  interviewing  OACSI,  INSCOM,  DIA,  NSA,  and 
others  SCI  policy  and  SSO  officials.  DAMI-CIS  SCI  policy  spe- 
cialists provided  input  and  escorted  the  SME  on  a  number  of 
visits.   Initial  research  efforts  noted  that  SCI  support  opera- 
tions and  USAICs  SSO  training  are  not  documented  by  a  TRADOC  SSO 
Operational  Concept  which  must  be  written  and  approved, 
(7)   (U)   SCI  Communications, 
(a) 
3-16 
m-
(b)   (U)  Results:  Efforts  started  in  FY  84  to  pro- 
vide  tactical  EAC  SCI  communications  continued  but  with  little 
substantive  results. 
1^  (U)   In  November  1984,  USAISC  prepared  a 
first  draft  of  an  SCI  Communications  Operational  Concept. 
DAMI-CIS  provided  recommended  changes.  However,  USAISC  never 
completed  action  on  the  concept. 
2      (U)   In  December  1984,  an  ACSI  letter  pre- 
pared by  DAMI-CIS,  requested  that  ACSIM  assume  DA  staff  propo- 
nency  for  a  USAREUR  Army  Remedial  Action  Plan  (ARAP)  and  for 
development  of  doctrine  for  EAC  SCI  communications  doctrine.   In 
August  1985,  OACSIM  concurred  in  this  request. 
2   (U)   In  June  1985,  USAICS  requested  that 
TRADOC  assume  the  combat  developer  responsibility  for  support  of 
tactical  EAC  SCI  communications  requirements.   TRADOC,  in  turn 
tasked  the  Signal  Center,  Fort  Gordon,  to  take  action  on  the 
urgent  requirement  for  tactical  EAC  SCI  communications. 
4   (U)   FY  85  ended  with  no  further  actions  or 
progress  in  resolving  tactical  EAC  SCI  communications  issues. 
(8)   (U)   Personnel  Security  Section. 
(a)   (U)   Continued  ongoing  activities  of  the 
3-17
UNCLASSIFIED 
Personnel  Security  Subcommittee  of  the  DCI  Security  Committee 
(SECOM) .  This  action  included  coordination  with  other  National 
level  agencies  in  conducting  periodic  adjudicator  seminars  under 
the  sponsorship  of  the  DCI. 
(b)  (U)  Continued  to  provide  Personnel  Security 
Program  oversight  of  the  U.S.  Army  Central  Personnel  Security 
Clearance  Facility  (CCF) . 
(c)  (U)   Continued  as  a  member  of  the  U.S.  Army  Board 
for  the  Correction  of  Military  Records  (ANCMR) . 
(d)  At  the  direction  of  the  Secretay  of  De-tense,  insti- 
tuted an  across  the  board  ten  percent  reduction  in  security  clearan- 
ces for  the  total  Army. 
(e)  (U)  Participated  in  the  Third  Behavioral  Science/ 
Personnel  Security  Symposium  at  CIA.   Proposals  presented  for  con- 
sideration were  exit  interviews  of  personnel  in  critical  sen- 
sitive positions  who  had  become  suitability  failures,  research 
and  interviews  of  convicted  spies,  and  an  interagency  cooperative 
study  to  examine  types  of  human  failures. 
(f)  (U)   Conducted  briefings  at  seven  CONUS  installa- 
tions for  the  purpose  of  motivating  installations  to  greater  par- 
ticipation in  the  "Catch-'EM  in  CONUS"  Program.   This  program 
operates  on  the  basis  of  identifying  soldiers  who  are  scheduled 
for  departure  to  CCONUS  assignments  within  60  days  to  insure  ini- 
tiation of  required  personnel  security  investigations. 
(g)  (U)   Processed  215  appeals  from  individuals  who 
3-18 
UNCLASSIFIED
UNCLASSIFIED 
appealed  the  denial/revocation  of  a  security  clearance/SCI  eligi- 
bility decision  by  the  U.S.  Army  Central  Personnel  Security 
Clearance  Facility  (CFF) . 
c.   (U)   CI  Operations  Division. 
(1)   (U)  On  15  November  1984,  AR  380-53,  Communications 
Security  Monitoring  was  published  culminating  a  three  year  effort 
to  get  major  policy  changes  distributed  to  field  elements.  The 
regulation  completely  revised  COMSEC  monitoring  policies  and 
procedures.   AR  380-53  now  applies  to  all  Army  telecommunications 
and  all  Army  elements  world-wide.  Commanders  at  all  levels  must 
inform  their  personnel  of  the  new  policy.  Commanders  of  organi- 
zations that  have  COMSEC  monitoring  personnel  must  follow  more 
specific  procedures  for  monitoring,  maintenance,  reporting,  and 
training. 
(2)  (U)  During  FY  85,  the  Internal  Control  Review 
Program  (Fraud,  Waste  and  Abuse)  continued.   One  new  vulnerabi- 
lity assessment  was  prepared  in  the  area  of  information  security. 
An  evaluation  was  made  of  which  Army  regulations  for  which  the 
Counterintelligence  Directorate  was  proponent  required  Internal 
Control  Review  checklists.  The  first  draft  checklists  were  pro- 
jected to  be  completed  by  the  end  of  the  second  quarter  of  FY  86. 
(3)  (U)   With  the  loss  of  the  Counterintelligence 
Operations  Officer  position,  primary  membership  on  the  National 
OPSEC  Committee  passed  from  DAMI-CIC  to  DAMO-ODSO. 
(4)  (U)   During  FY  85,  the  Army  of  Excellence  (AOE) 
decisions  of  the  Army  leadership  were  implemented.   There  was  a 
3-19 
UNCLASSIFIED
UNCLASSIFIED 
48%  across  the  board  decrement  in  97G  Signal  Security  Specialist 
positions.  This  action  forced  the  elimination  of  the  term 
"SIGSEC",  and  the  development  of  the  Army's  Counter  SIGINT 
doctrine.  This  supplemented  the  basic  Counterintelligence 
Operational  Concept  published  during  the  previous  fiscal  year. 
The  finalized  version  was  projected  for  publication  in  FM  34-62 
(Counter  SIGINT)  in  early  FY  86. 
,(5)   (U)  In  July  1985,  a  contract  was  let  to  Orkand 
Corporation  of  Silver  Spring,  Maryland,  for  data  base  update, 
validation  and  refinement  of  the  Counterintelligence  Resources 
Allocation  Model  (CIRAM) . 
(6)  (U)  With  the  loss  of  the  Counterintelligence 
Operations  Officer  authorization,  responsibility  for 
Counterintelligence  Support  to  OPSEC  was  passed  to  the  Signal 
Security  Officer  as  an  additional  duty.  Responsibility  for 
battlefield  deception  was  passed  to  LTC  Pelletier  of  the  Special 
Operations  Team  as  an  additional  duty. 
(7)  (U)  The  Counterintelligence  Operations  Division's 
follow-on  action  to  the  Counterintelligence  Task  Force  final 
report,  25  March  1983,  recommendation  was  influential  in  the 
establishment  of  the  Office  of  the  Deputy  Chief  of  Staff  for 
Intelligence,  Army  Materiel  Command,  in  January  1985.  Acting  on 
an  additional  recommendation  in  the  same  report,  the  U.S.  Army 
Foreign  Counterintelligence  Activity  was  resourced  in  the  Army 
FCI  Program  to  establish  the  Advanced  Foreign  Counterintelligence 
Training  Center. 
3-20 
UNCLASSIFIED
UNCLASSIFIED 
(8)  (U)  Major  changes  occurred  in  TEMPEST  National 
Policy  with  the  publication  of  National  COMSEC  Instructions  5004 
and  5005.  The  Army  implemented  the  changes  in  policy,  initially 
by  message  in  June  1985,  while  staffing  a  change  to  AR  540-4, 
Compromising  Emanations.  The  primary  thrust  was  in  the  area  of 
relaxing  countermeasures  requirements  for  contractors  in  CONUS 
wherein  no  TEMPEST  countermeasures  would  be  taken  to  protect 
Automated  Information  Systems  (AIS)  processing  CONFIDENTIAL 
information  and  careful  evaluation  was  directed  before  applying 
TEMPEST  Countermeasures  processing  SECRET  information.  The 
resultant  policy  changes  were  driven  by  a  realistic  evaluation  of 
the  threat  of  hostile  intelligence  service  exploitation  of 
classified  information  through  TEMPEST  attack. 
(9)  (U)   In  March  1985,  AR  380-380,  Automation 
Security,  was  published  and  distributed. 
(10)  (0)   With  the  increase  in  world-wide  terrorism, 
numerous  briefings  were  provided  to  GO/SES  level  DA  personnel 
scheduled  for  overseas  TDY. 
(11)   (U)  Activities  initiated  as  a  result  of  the 
VCSA-directed  PAA  on  terrorism  continued  in  FY  85.   Eight  of  the 
90  action  items  resulting  from  the  FAA  were  assigned  to  OACSI  for 
resolution.   Members  of  the  divisions  terrorism  section  par- 
ticipated in  the  drafting  of  a  special  $200  million  Force  Pro- 
tection Program  Development  Increment  Package. 
(12)   (U)   The  Terrorism  Policy  Officer  continued  to 
represent  OACSI  on  the  ATTF.   During  this  period  the  ATTF  handled 
3-21 
UNCLASSIFIED
UNCLASSIFIED 
a  variety  of  terrorism  coanteFScYxon  policy  issues  to  include 
drafting  the  DA  Travel  Security  Policy  message.  The  division 
also  provided  intelligence  support  to  the  DCSOPS  Antiterrorism 
Operations  Cell  (ATOC) . 
(13)  (U)  The  9001st  Military  Intelligence  Detachment, 
a  Reinforcement  Training  Unit  with  an  antiterrorism  mission,  was 
created.  The  unit,  which  has  25  members,  is  administratively 
under  ARPERCEN,  but  is  operationally  controlled  by  the  CI 
Operations  Division.  Unit  members  work  on  special  projects  for 
OACSI  and  provide  antiterrorism  training  briefings  to  Guard  and 
Reserve  Forces. 
(14)  (U)   On  5  September  1985,  the  first  Army  Deception 
Program  Review,  mandated  by  CSA,  was  held.  Principals  were  the 
DCSOPS  (Chairman),  DCSRDA,  ACSI,  DCG  AMC,  and  CG  CAC.   The  pur- 
pose was  to  assess  the  status  of  tactical  deception  in  the  Army 
and  map  out  a  plan  for  the  future.  DAMI-CIC  arranged  for  FSTC 
briefing  on  Soviet  deception  activities,  then  briefed  on  the  sta- 
tus of  intelligence  support  to  date.   Intelligence  information 
documents  being  developed  by  ITAC  were  highlighted.  The  results 
of  the  review  were  encouraging. 
(15)  J&)    Intelligence  oversight  during  this  period  was 
devoted  primarily  to  issues  arising  out  of  the  DA  Inspector 
General  Special  Inspection  of  Procurement.  Prompted  by  allega- 
tions of  fraud  and  operational  improperiety  by  an  ODCSOPS  program 
known  as  YELLOW  FRUIT  (U) ,  the  DAIG  began  an  inspection  of  all 
Army  covert  and  clandestine  activities  in  November  1984.   While 
3-22 
UMCUSSIFIED
tfMfefcAWliii) 
the  Intelligence  Oversight  position  within  the  Directorate  was 
vacant  from  August  1984  to  June  1985,  the  CI  Operations  Division 
provided  specialized  support  to  the  DAIG  team,  OTJAG,  the  Army 
General  Counsel,  and  the  Department  of  Justice,  during  this 
period.  Generally  this  support  consisted  of  advising  investiga- 
tors of  intelligence  community  policies  and  procedures,  which 
were  used  as  a  point  of  departure  when  measuring  the  proper iety 
of  YELLOW  FRUIT  (U)  activities.  A  DAIG  finding  which  criticized 
an  apparent  lack  of  formal  oversight  procedure  applicable  to 
SISCO,  Berlin,  prompted  a  complete  redraft  of  the  1978  Attorney 
General  Guidelines  governing  that  activity.  These  new  procedures 
were  staffed  and  approved  within  USAREUR,  and  were  undergoing 
coordination  on  the  ARSTAF  at  the  conclusion  of  the  fiscal  year. 
Upon  approval  by  the  Department  of  Justice,  Department  of  State, 
and  CIA,  these  procedures  will  replace  the  current  DOJ  policy  and 
Army  implementation.  A  by-product  of  this  activity  was  the  resu- 
bordination  of  SISCO  command  and  control  from  the  USCOB  to  ODCSI, 
USAREUR. 
(CLASSIFIED  BY:   Multiple  Souces;  DECLASSIFY  ON:   ODAR) 
(16)  (U)   Activities  involving  SAPs  increased  dramati- 
cally during  the  year,  which  saw  the  creation  and  evolution  of  a 
number  of  new  policies  and  procedures  with  respect  to  the 
intelligence  role  in  SAPs  generally,  the  CI  role  in  support  of 
the  OPSEC  process,  and  the  codification  of  special  security  poli- 
cies and  procedures  for  SAPs. 
(17)  (U)FY  85  carried  over  the  CY  86  as  the  year  of  the 
3-23 
UNCLASSIFIED
liNGLASSiFIEfl 
espionage  cases  were  directed  against  the  United  States.  Most 
noteworthy  was  the  John  Walker  espionage  ring  which  was  appre- 
hended in  May  1985.  This  case  had  a  very  significant  impact  on 
all  of  the  military  departments  including  the  Army.  The  counter- 
intelligence Operations  Team  was  actively  involved  in  supporting 
analytical  efforts  to  determine  vulnerabilities  and  damage  within 
the  Army  caused  by  the  passage  of  intelligence  documents  and 
cryptologic  information  to  the  Soviet  Union  by  John  Walker.  A 
General  Officer  Working  Committee,  chaired  by  the  Deputy  ACSIr 
was  formed  and  numerous  changes  were  made  within  Army  com- 
munications to  reduce  vulnerability  from  Soviet  exploitation. 
The  Army  resized  a  number  of  crypto  nets  and  eliminated  others 
entirely. 
(18)   (U)   The  Army  Foreign  Counterintelligence  Program 
grew  by  59  spaces  in  FY  85  from  a  base  of  528. 
d.   (U)   Technology  Transfer  Division. 
(1)  (U)   1985  saw  the  Army  increase  emphasis  on  the 
Technology  Transfer  (T2)  Security  Program.  The  application  of  a 
T2  decision  architecture  to  the  increasing  number  of  Army  inter- 
national programs  was  proven  a  success.   Army  Staff  (ARSTAF)  and 
major  command  (MACOM)  program  managers  successfully  applied  the 
decision  framework  to  a  number  of  major  Army  systems. 
(2)  (U)   The  Technology  Transfer  Division  recognized  a 
requirement  for  developing  some  fifty-seven  major  systems  tech- 
nical assessments.  Although  the  validity  of  well  developed  tech- 
nical assessments  was  demonstrated,  they  are  not  an  end  in 
3-24 
UNCLASSIFIED
UNCLASSIFIED 
themselves.  The  larger  issue  involved  in  the  releasibility 
decision  process  concerns  the  incorporation  of  the  technical 
assessments  in  a  comprehensive  disclosure  plan.  The  Army  program 
manager  is  thereby  able  to  identify  major  subsystems  and  develop 
a  disclosure  schedule  that  prioritizes  potential  release  to 
security  assistance  customers. 
(3)  (U)   In  March  1985,  HQDA  letter  70-85-1, 
International  Technology  Transfer  was  published.  The  DA  letter 
is  an  implementation  of  DoD  Directive  2040.2,  International 
Transfer  of  Technology,  Good,  Services,  and  Munitions.  The  HQDA 
letter  has  a  two  year  extendable  life.  Work  began  on  Army 
Regulation  380. XX  which  will  supersede  the  HQDA  letter. 
(4)  Mr.  Mannke  continued  to  serve  as  the  Chairman  of 
the  four  country  security  and  technology  transfer  working  group 
(STTWG)  in  support  of  the  Multiple  Launch  Rocket  Systems, 
Terminal  Guidance  Warhead  development  effort.   The  charter  of  the 
group  is  to  develop  security  procedures  that  are  acceptable  to 
the  four  participants:  the  United  States,  United  Kingdom,  France,  and 
and  Germany.   During  fiscal  year  1985,  the  Technology  Transfer 
Division  handled  the  following  workload: 
(a)  (U)   Processed  38  exceptions  to  the  National 
Disclosure  Policy  (NDP). 
(b)  (U)   Revealed  304  munitions  cases  (export 
license  requests) . 
(c)  (U)   Processed  1,583  documents  requests  from 
foreign  governments. 
3-25 
UNCLASSIFIED
UNCLASSIFIED 
(d)  (U)   Processed  12,800  visit  requests  from 
foreign  governments. 
(e)  (U)  Approved  723  accreditations  of  foreign 
officers  to  U.S.  activities. 
3-26 
UvXUSSiFia
SECTION  4 
DIRECTORATE  OF  FOREIGN  INTELLIGENCE 
1.   (U)  Threat  Intelligence  Division. 
a.  (U)  The  establishment  of  the  Army  Intelligence  Agency 
and  the  reorganization  of  the  Directorate  of  Foreign 
Intelligence  resulted  in  the  elimination  of  the  Foreign 
Intelligence  and  Threat  Management  Division,  the  redesignation 
of  the  Scientific  and  Technical  Division  as  a  branch,  and  the 
creation  of  the  Threat  Intelligence  Division.  The  new  divi- 
sion has  three  branches:  Threat  Integration,  Scientific  and 
Technical  Intelligence,  and  Exploitation  and  Application,   It 
has  assumed  responsibility  for  threat  policy,  threat  integra- 
tion, and  production  policy  and  oversight  for  the  Army. 
b.  (U)  Late  in  the  year  the  mission  of  the  Exploitation 
and  Application  Branch  was  refocused  to  provide  OACSI  with  the 
capability  to  better  monitor  and  coordinate  the  development 
and  application  of  dynamic  and  static  threat  assessments. 
This  involved  the  use  of  models  and  scenarios  in  support  of 
Army  force,  doctrine  and  combat  development  studies  and 
analyses. 
c.  (U)  Scientific  and  Technical  Intelligence  Branch. 
(1)  (U)  In  addition  to  foreign  scientific  and  technical 
intelligence  and  threat  support  to  the  Army  Staff,  the 
Secretariat,  and  Congress,  the  members  of  the  S&T  Branch  par- 
ticipated in  a  number  of  Threat  Coordinating  Groups  (TCG), 
served  as  the  alternate  Army  representative  to  the  Weapon  and 
4-1
UNCLASSIFIED 
Space  Systems  Intelligence  Committee  (WSSIC),  served  as  mem- 
bers of  several  subcommittees  of  the  WSSIC,  participated  in 
three  international  forums,  (Senior  National  Representatives, 
Allied  Land  Warfare  Technical  Intelligence  Conference,  and  the 
US/UK  Chemical  Warfare  Intelligence  Exchange),  served  as  a 
member  of  the  Joint  Atomic  Energy  Intelligence  Committee  and 
as  a  member  of  a  national  level  intelligence  collection/ 
analysis  committee  on  Soviet  tank  development. 
(2)  (U)  S&T  Branch  members  also  conducted  technical 
reviews  of  several  National  Intelligence  Estimates  (NIE)  and 
served  as  members  of  numerous  Study  Advisory  Groups  (SAG). 
Branch  members  prepared  and  delivered  numerous  technical 
briefings  to  the  Secretary  of  the  Army,  the  Under  Secretary  of 
the  Army,  the  Chief  and  Vice  Chief  of  Staff  of  the  Army,  and 
to  a  wide  range  of  Army  Staff  principals. 
(3)  (U)  S&T  Branch  members  also  contributed  through  threat 
data  hooks  for  the  Deputy  Chief  of  Staff  for  Research, 
Development,  and  Acquisition  (DCSRDA).   AT  I  functional  areas 
(armor,  infantry,  artillery,  chemical  and  biological,  missi- 
les, aviation,  and  technology  transfer)  were  addressed.   The 
book  is  prepared  annually  for  the  DCSRDA  in  support  of  his 
preparation  for  the  House  Armed  Services  Committee,  House 
Appropriations  Committee,  Senate  Armed  Services  Committee,  and 
the  Senate  Appropriations  Committee  procurement  hearings. 
(4)  (U)  FY  35  marked  the  initial  siqhting  of  reactive 
armor  on  Soviet  tanks  in  the  Groups  of  Soviet  Forces,  Germany, 
4-2 
UNCLASSIFIED  73
NUNIFIED 
(GSFG).  The  Scientific  and  Technical  Branch  of  OACSI's  threat 
Intelligence  Division  led  an  effort  that  culminated  in  agreed- 
to  positions  within  the  Intelligence  Community  on  a  seires  of 
related  developments.  Army  remained  the  lead  Service  in  this 
critical  area  of  intelligence  interest. 
(5)  (U)  The  S&T  Branch  took  the  lead  in  clarifying  for  OSD 
several  issues  related  to  the  methods  and  techniques  Soviet 
attack  helicopers  use  to  fire  anti-tank  guided  missiles 
(ATGM)."  The  action,  which  supported  a  follow-on  discussion 
with  the  Secretary  of  Defense,  involved  thorough  coordination 
between  several  commands  in  Europe,  the  National  Security 
Agency  and  the  Defense  and  Army  Intelligence  Agencies. 
(6)  (U)  OACSI,  via  the  S&T  Branch,  coordinated  all  the 
intelligence  and  threat  issues  associated  with  the  Biological 
Defense  Functional  Area  Assessment  and  the  Chemical  Systems 
Program  Review  sponsored  by  the  DCSOPS  and  the  US  Army 
Chemical  School  and  Center,  respectively.   This  was  the  ini- 
tial complete  integration  of  DA  Staff  intelligence  and  threat 
support  to  chemical  and  biological  warfare  developments  in  the 
Army. 
d.   (U)  Exploitation  and  Application  (E&At  Branch. 
(1)  (U)  During  FY  85,  the  E&A  Branch  performed  its  qeneral 
mission  of  integrating  all-source  intelligence  into  a  compre- 
hensive and  continuinq  assessment  of  Soviet/USWP  threat  and 
ensurinq  its  timely  and  consistent  application  in  support  of 
Army  force/combat  development  studies  and  analysis.   FY  85 
4-3 
UNCLASSir
UNCLASSIFIED 
was  a  time  of  transition  for  the  Branch  as  it  evolved  from  its 
previous  character  as  a  semi- independent  Red  Team  to  the  E&A 
Branch  subordinate  to  the  Threat  Intelligence  Division. 
(2)  (U)  In  November  1984,  Branch  personnel  were  tasked  to 
support  a  DIA  project  on  the  Soviet  correlation-of-forces 
assessment  methodology.  Mr  Salisbury  was  detailed  to  DIA  for 
this  effort  for  several  months.  After  participating  in  the 
development  of  SCORES  Europe  V  at  TRADOC  in  FY  83,  the  need 
was  recognized  for  a  standard  theater  operational -concept  for 
use  both  at  TRADOC  and  at  CAA  as  a  startpoint  for  scenario 
development.  The  confluence  of  the  joint  OACSI -DIA  work, 
emerging  intelligence  evidence  on  Soviet  strategy  and  this 
recognized  need  for  an  Army  standard  led  to  the  development  of 
the  OACSI  Base  Case  Scenario  for  the  Western  TVD.   This  was 
published  in  December  1985  as  a  supplement  to  VOL  V  of  the 
SBDP.   Preliminary  application  by  TRADOC  and  CAA  began  late  in 
FY  85. 
(3)  (U)  Major  projects/studies  supported  during  FY  85 
included  TRADOC 's  preliminary  work  on  Europe  VI  standard  sce- 
nario and  final  work  on  Southwest  Asia  I  standard  scenario; 
coordination  with  TRASANA  on  the  Vector-in-conunand  Model 
review;  continued  development  and  application  of  the  Soviet 
Analytical  Model  (SAM)  by  LTC  Don  Lutz,  Mathematics  Professor 
at  University  of  Wisconsin  and  Mr  Neal  Siebert;  and  final  pre- 
paration of  the  aforementioned  OACSI  Base  Case  Scenario  for 
4-4 
UNCLASSIFIED  ?&
UNCLASSIFIED 
the  Western  TVD.  Threat  support  and  participation  continued 
in  the  JCS  Total  Force  Capability  Assessment  (TFCA)j  numerous 
PPBES  studies  (MRFS,  OMNIBUS,  TAA,  etc.),  nuclear  requirements 
studies;  and  review  and  coordination  with  FII  on  numerous 
National  intelligence  documents. 
e.   (U)  Threat  Integration  Branch. 
(1)  (U)  The  relocation  of  the  branch  from  old  office  space 
in  the  AIA  Headquarters  area  to  new  SCIF  area  occupied  by  the 
Threat  Intelligence  Division  completed  the  consolidation  of 
the  division  and  greatly  improved  the  ability  of  the  Threat 
Integration  Staff  Officers  to  coordinate  and  manage  threat 
support  efforts  in  each  of  their  respective  mission  areas. 
The  move  was  completed  in  February  1985  and  relocated  the 
Exploitation  and  Application  and  Scientific  and  Technical 
Intelligence  Branches  in  the  same  area. 
(2)  (U)  Significant  effort  was  expended  in  supporting  the 
series  of  OSD  directed  follow-on  evaluations  for  the  Divison 
Air  Defense  Gun  (DIVAD)  during  the  period  October-July  1985 
which  led  to  the  OSD  decision  to  cancel  the  program.   Other 
threat  support  efforts  involved  continued  expansion  of  TISO 
coverage  to  all  Major  and  Designated  Acquisition  Programs  for 
which  the  Army  had  ongoing  research,  development  and  acquisi- 
tion programs  in  being.   The  Data  Link  Vulnerability  Analysis 
(DVAL)  Task  Force,  which  is  a  joint  organization,  involved 
efforts  by  the  Army  to  implement  the  DVAL  methodology  for 
determining  the  vulnerability  of  RF  data  links  to  active 
4-5 
UNCLASSIFIED  70
UNCLASSIFIED 
hostile  jamming.  The  Mobile  Subscriber  Equipment,  SHORAD 
Command  and  Control  Systems,  also  required  increased  support. 
During  the  year.  Threat  Coordinating  Groups  (TCG)  continued  to 
function  as  a  valuable  medium  for  bringing  the  Combat 
Development  Community  together  with  the  Intelligence  Community 
to  insure  that  adequate  intelligence  production  and  threat 
support  requirements  were  identified.  The  following  TCGs  met 
during  the  year:   Chemical/Biological  Warfare  mission  area. 
Mobile  Subscriber  Equipment,  All  Source  Analysis  System, 
Remotely  Piloted  Vehicle,  Light  Helicopter,  Joint  Surveillance 
Threat  Attack  Radar  System,  Theater  Missile  Defense,  Forward 
Area  Air  Defense  Systems,  and  Army  Helicopter  Improvement 
Program.   In  addition  to  the  above  TCG's,  numerous  other 
raini-TCGs  were  conducted  by  the  TISOs  in  direct  support  to 
ongoing  Army  Staff,  TRADOC  and  AMC  programs. 
4-6 
UNCLASSIFIED
UNCLASSIFIED 
2.   (U)  Current  Intelligence  Division. 
a.  (U)  Organizational  Changes.  There  were  no  structural 
changes  to  the  division  during  the  fiscal  year.  The  editor 
position  was  civilianized  as  a  GM-13  Intelligence  Research 
Specialist  position. 
b.  (U)  Key  Personnel. 
(1)  (U)  Colonel  Dwight  W.  Beach  remained  as  division  chief 
for  the  fiscal  year. 
(2)  (U)  Other: 
(a)  (U)  Inability  to  fill  the  division's  GS-3/4  clerk 
typist  position  for  more  than  six  months  necessitated  the 
expenditure  of  considerable  overtime  funds  so  that  a  second 
full-time  typist  was  available  for  daily  Black  Book  and 
Intelligence  Summary  preparation. 
(b)  (u)  Although  all  regional  analyst  positions  were 
filled,  all  but  Latin  America  were  one  deep.   To  accommodate 
illness,  leave,  and  other  normal  personnel  absences,  a  guest 
analyst  program  was  initiated,  borrowing  a  regional  specialist 
from  the  Intelligence  and  Threat  Analysis  Center  (ITAC)  as  the 
situation  warranted.   Only  in  this  fashion,  which  initially 
engendered  some  resistance  from  ITAC,  was  the  division  able  to 
sustain  regional  coverage  and  reporting  of  a  credible  nature 
during  periods  of  peak  personnel  shortage. 
(c)  (U)  August  20-29  saw  the  division  subjected  to  its  '. 
first  official  manpower  survey,  which  concluded  that  one 
4-7 
UNCLASSIFIED  78
UNCLASSIFIED 
administrative  (enlisted)  and  one  graphics  (civilian)  slot 
should  be  eliminated.  This  ill-conceived  recommendation  would 
not  be  rejected  until  the  next  fiscal  year, 
c.   (U)  Narrative  of  Activities. 
(1)  (U)  A  Black  Book  readership  survey  in  January  1985 
confirmed  that  refinements  introduced  into  the  current 
intelligence  production  cycle  in  FY  84  were  having  the  desired 
effect.  Continued  fine  tuning  of  the  division's  recurring 
intelligence  products  saw  the  White  House  and  Department  of 
State  added  (at  their  request)  as  daily  Black  Book  recipients. 
Evidence  of  analyst  growth  abounded  as  the  division's  Foreign 
Area  Officers  found  themselves  repeatedly  sought  out  for  their 
opinions  and  evaluations  of  world  events.   Confident,  articu- 
late regional  analysts  emerged  during  this  fiscal  year,  in 
spite  of  the  excessive  hours  demanded  because  of  the  need  to 
operate  the  division  at  a  bare-minimum  (and  highly  unsatisfac- 
tory) staffing  level. 
(2)  (U)  With  the  hijacking  of  TWA  Flight  847  in  June  1985, 
international  terrorism  and  its  potential  impact  on  the  US 
Army  became  an  area  of  primary  focus  for  division  analysts.   A 
quantum  increase  in  the  amount  and  depth  of  coverage  given 
terrorism-related  material,  primarily  in  the  Black  Book,  was 
the  result.   As  the  fiscal  year  ended  with  a  new  ACSI  on 
board,  the  increasing  emphasis  for  coverage  of  this  vital  area 
would  see,  in  the  next  fiscal  year,  a  decision  to  reallocate 
already  limited  resources  to  permit  full-time  monitoring 
4-8 
UNCLASSIFIED  79
UNCLASSIFIED 
of  world  events  by  exclusively  terrorism-oriented  analysts. 
(3)(U)  The  relocation  of  the  Foreign  Intelligence  Division 
(DAMI-FII)  adjacent  to  the  Current  Intelligence  Division  in 
the  second  quarter  of  FY  85  led  to  marked  increase  in  inter- 
division  cooperation  and  coordination;  activities  heretofore 
noticeably  deficient.  As  the  fiscal  year  progressed,  greater 
interaction  between  the  two  divisions  occurred,  and  institu- 
tional (and  personal)  barriers  gave  way  to  a  close,  mutually 
supportive  atmosphere  of  trust  and  good  will.  As  the  fiscal 
year  ended,  a  strengthened  Foreign  Intelligence  Directorate 
was  clearly  evident;  from  the  division's  point  of  view,  new 
avenues  and  opportunities  were  available  for  current  intelli- 
gence analysts  to  pursue  similar  policy-related  objectives  and 
projects  as  those  undertaken  by  the  Foreign  Intelligence 
Division.   The  current  intelligence  blinders  were  removed,  on 
both  sides,  with  the  result  that  OACSI's  overall  credibility 
was  enhanced. 
3.   (U)  Foreign  Intelligence  Division.   The  primary  missions 
of  the  Foreign  Intelligence  Division  continued  to  dominate  its 
activities:   providing  intelligence  support  to  the  Secretary 
of  the  Army  and  to  the  Army  Staff,  and  representing  the  Army 
in  joint,  national  and  international  fora.   Among  the  more 
significant  actions  were: 
a.   (U)  Support  to  the  Secretary  of  the  Army  and  the  Army 
Staff  during  the  TWA  hostage  crisis  in  June  85,  including  par- 
ticipation in  the  Crisis  Response  Cell. 
4-9 
UNCLAS3IFi.r.D  80
UNCLASSIFIED 
b.  (U)  Preparation  and  coordination  of  the  OACSI  input  to 
the  XVI  Conference  of  American  Armies,  held  in  ChiJe  in 
November  85. 
c.  (f)   Army  Staff  element  responsible  for  coordinating 
actions  relating  to  the  death  of  LTC  Nicholson  and  to  the 
United  States  Military  Liaison  Mission  in  Potsdam  including 
briefings  for  key  Army,  DoD  and  Congressional  personnel. 
4-10 
UNCLASSIFIED
SECTION  5 
DIRECTORATE  OF  FOREIGN  LIAISON 
1 .  ( U )  Organizational  Changes. 
(U)  The  position  of  Deputy  Director,  LTC,  was  changed  to  an 
Executive  Officer*  MAJ,  in  June  1985. 
2.  (U)   Key  Personnel . 
a.  (U)  COL  J.  Allen  Kimball,  Deputy  Director,  was 
reassigned  in  February  1985. 
b.  (U)  LTC  John  V.  Lewin,  Chief,  Attache  Coordination 
Branch,  left  the  Directorate  in  July  J 985  and  was  replaced  in 
August  1985  by  LTC  Donald  A.  Dubay. 
c.  (U)  MAJ  Ruth  A.  Phillips  was  assigned  as  Executive 
Officer  in  August  1985. 
3.  (U>   Narrative  of  Activities.   During  FY  85  the  three 
branches  within  the  Directorate  accomplished  the  following 
activities: 
a.   (U)   Attache  Coordination  Branch. 
(J)   (U)   Processed  accreditations  to  Department  of  the  Army 
for  75  military  and  assistant  military  attaches. 
(2)  (U)   Processed  691  foreign  reouests  for  visit 
authorizations  to  DA  CONUS  activities  on  behalf  of  foreign 
representat  i  ves. 
(3)  (U)   Prepared  read-ahead  books  for  M?   visits  to  the 
Army  leadership  and  the  ACSI  hv  foreign  representatives. 
(4)  (\J)      Processed  reouests  for  Uniformed  Services 
5-1 
UNCLASSIFIED  82
UNCLASSIFIED 
Identification  and  Privilege  Cards  for  approximately  750  elidible 
foreiqn  military  personnel  and  their  dependents* 
(5)  (in   Under  Chief  of  Staff,  Army,  direction,  staffed  and 
obtained  approval  to  modify  DoD  D<r  7250.13.   The  chanqe, 
approved  by  the  Comptroller  of  the  Army  in  coordination  with  DoD 
and  the  other  services,  authorizes  Maior  Commanders  and  Army 
Staff  Principals  to  invite  their  foreiqn  counterparts  to  the  U.S. 
at  U.S.  Government  expense,  on  behalf,  and  with  the  approval,  of 
the  Chief  of  Staff,  Army. 
(6)  (U)   Effective  30  Sep  85,  terminated  use  of  .0017 
Intelligence  Contingency  Funds  used  in  support  of  the  foreign 
liaison  and  ACSI  representation  requirements.   As  of  1  Oct  86, 
.0012  funds  exclusively  are  to  be  used  for  such  requirements. 
b.    (U)   Tours  Branch. 
(U)  Army  VIP  tours  for  counterparts  and  quests  of  the  SA, 
CSA,  VCSA,  and  other  senior  DA  officials: 
TOURS  CONDUCTED     FOREIGN  PARTICIPANTS 
FY  85  9  *? 
(2)  (U)   Defense  VIP  tours  for  counterparts  and  quests  of 
SECDEF,  OSD,  and  CJCS  on  a  rotational  basis  amonq  the  services: 
TOURS  CONDUCTED     FOREIGN  PARTICIPANTS 
FY  85  6  **R 
(3)  (Ut   ACSI  tours  for  counterparts  of  the  ACST: 
TOURS  CONDUCTED     FOREIGN  PARTICIPANTS 
ACSI  Counterparts  Tours 
FY  85  1  2 
5-2 
UNCLASSIFIED
UNCLASSIFIED 
TOURS  CONDUCTED     FOREIGN  PARTICIPANTS 
Foreign  Attache  Tours 
FY  85  3  123 
M>   (U)   Security  Assistance  Tours:  There  were  two  types 
of  Security  Assistance  Tours;  Orientation  Training  Tours  (OTTs) 
and  Washington*  DC  Schools  Tours.   OTTs  were  under  the  aupices  of 
the  International  Military  Education  and  Training  Program  (TMET) 
or  the  Foreign  Military  Sales  Program  (FMS),  to  acguaint  senior 
foreign  officers  with  U.S.  Army  doctrine  and  training  methods. 
Washington,  DC  Schools  Tours  were  made  under  IMET  and  FMS  for 
foreign  students  attending  U.S.  Army  service  schools  (career 
course  level  and  above)  to  acguaint  participants  with  HODA,  State 
Department,  and  other  government  and  civilian  institutions  in  the 
Washington,  DC  area. 
TOURS  CONDUCTED  FOREIGN  PART TCI PANTS 
OTTs                             10  A0 
FY  85 
Others 
FY  AS  1  38 
Washington,  DC  School  Tours 
FY  85  11  8Qfi 
(5)   (U)   Special  Tours:   These  FY  8*  tours  were  ad  hoc/ 
unproqrammed,  vet  officially  hosted,  foreign  visits  or  tours 
not  fallinq  under  other  programs. 
TOURS  CONDUCTED  FOREIGN  PARTICIPANTS 
FY  8*              8  104 
5-3 
UNCLASSIFIED  .      84
UNCLASSIFIED 
c.   (U)   Protocol.  Branch. 
(1)  (in  Arranged  the  following  social  functions:   51 
lunches,  9  dinners,  7  social  hours  for  miUtarv  attaches  and 
their  assistants,  a  military  review,  4th  of  July  reception  for 
military  attaches  and  their  ladies,  and  a  Fan  Reception  hosted 
by  the  ACSI  to  introduce  the  military  attaches  and  their  ladies 
to  the  Secretary  of  the  Army  and  the  Chief  of  Staff  of  the  Armv. 
(2)  Organized  for  the  first  time  a  musical  concert  by  the 
Army  Blues  for  the  military  attaches  and  their  ladies. 
(3)  Processed  1.9  awards  for  foreign  military  dignitaries. 
(41   Prepared  72  and  53  holiday  congratulatory  letters  for 
signature  of  CSA  and  ACSI,  respectively,  for  their  foreign 
counterparts. 
(5)   Prepared  an  additional  17  and  11  miscellaneous  letters 
to  CSA  and  ACSI  counterparts. 
s-4 
UNCLASSIFIED 
r:
UNCLASSIFIED. 
.   SECTION  6 
INTELLIGENCE  AUTOMATION  MANAGEMENT  OFFICE   (U) 
!•   (U)  An  Overview  of  FY  85. 
a.  (U)   The  Intelligence  Automation  Management  Office 
(DAMI-AM)  continued  its  mission  of  being  the  ARSTAF  monitor  and 
the  General  Defense  Intelligence  Program  (GDIP)  funds  executor 
for  automation  and  telecommunications  systems  for  Army 
Intelligence  Data  Handling  Systems  (IDHS)  sites  and  Army-funded 
U.S.  Command  IDHS  sites.   In  addition,  at  the  direction  of  the 
DAS  and  the  ACSI,  DAMI-AM  picked  up  the  responsibility  for 
planning  automation  support  for  the  OACSI  staff  and  coordinating 
all  actions  for  information  management  support  for  OACSI.   The 
major  activities  centered  on  planning  and  budgeting  for  computer 
assisted  support  for  the  intelligence  staffs  and  organizations  of 
the  Army  MACOMs ,  U.S.  Commands,  and  the  organizations  within  the 
Army  Intelligence  Agency.   During  the  past  several  years  the 
amount  of  funding  for  automation  and  telecommunications  projects 
has  grown  over  500%  from  approximately  $11  million  in  1981  to  $61 
million  in  FY  86. 
b.  (U)   During  FY  85,  the  degree  and  amount  of  coordination 
accomplished  between  DAMI-AM,  the  offices  of  RSE  and  RSM  within 
DIA,  and  AFIS-IND  (USAF),  became  even  closer  than  before.   So 
many  technical  and  systems  problems  were  common  to  all  organiza- 
tions that  each  tried  to  share  resources  and  effort  to  achieve 
joint  solutions. 
6-1 
UNCLASSIFIED'
UNCLASSIFIED. 
2.   (U)  Organizational  Changes. 
a.  (U)  There  were  no  major  organizational  changes  to 
DAMI-AM  in  terms  of  structure  during  FY  85.   The  office  remained 
structured  with  two  branches:   the  Life  Cycle  Management  Branch 
(DAMI-AML)  and  the  Plans  and  Budget  Branch  (DAMI-AMP).   two  posi- 
tions* the  communications  specialist  and  the  hardware  specialist 
were  moved  out  of  DAMI-AMP  and  placed  directly  under  the  Chief  of 
DAMI-AM. 
b.  (U)   Personnel  Situation. 
(1)  (U)   During  FY  85,  the  office  was  reduced  in  authorized 
size  from  17  to  16.   That  position  was  lost  as  a  part  of  the 
action  to  reduce  the  ARSTAF  by  three  percent.   The  personnel 
turnover  in  FY  85  was  unusually  high. * 
(2)  (U)   During  FY  85  the  following  personnel  departed 
DAMI-AM: 
a   (U)  Mr.  Robert  Walsh,  the  Chief  of  Plans  and  Budget 
Branch  (DAMI-AMP)  accepted  a  promotion  to  GS-15  in  the  United 
States  Information  Agency.   Mr.  Cooperman  was  temporarily 
appointed  as  Chief  of  DAMI-AMP  and  later  permanently  appointed  to 
that  position.   However,  the  position  had  been  downgraded  from  a 
CM-14  to  GM-13  so  this  resulted  in  only  a  lateral  transfer  for 
Mr.  Cooperman. 
b   (U)  The  position  of  Chief  of  the  Life  Cycle  Management 
Branch  (DAMI-AML)  was  also  downgraded  from  a  GM-14  to  a  GM-13.  . 
Ms.  Dot  Darrach  was  also  permanently  appointed  as  the  chief  of 
6-2 
UNCLASS1BEDL
UNCLASSIFIED. 
that  branch,  but  because  of  the  downgrading  action  this  was 
only  a  lateral  transfer  for  her  instead  of  a  promotion. 
c   (U)  Mr.  Land is  Thornton,  computer  specialist,  took  a 
lateral  transfer  to  HQ  NILPERCEN. 
d   (U)   Verona  Avans,  secretary,  departed  having  received  a 
promotion  with  0 DC SO PS.   Linda  Bryant  and  Robin  Sims,  secre- 
taries, both  joined  and  departed  DAMI-AM  during  the  year.   Each 
received  and  accepted  promotions  to  other  offices. 
(3)   (U)   During  FY  85  the  following  personnel  joined 
DAMI-AM: 
£  (U)   Mrs.  Barbara  Howard  joined  as  a  budget  analyst. 
b  (U)   Teeiree  Brown  and  Toni  Wynn  joined  as  secretaries. 
c   (U)   Mr.  Michael  Clarke  joined  DAMI-AM  as  a  com- 
puter specialist  in  the  Life  Cycle  Management  Branch. 
d   (U)   MAJ  Owens  was  assigned  to  the  Plans  and 
Programs  Branch. 
e   (U)   LTC  Manning  was  assigned  to  the  GDIP  budget 
actions  in  Plans  and  Programs  Branch. 
3.   (U)   Narrative  of  Activities. 
a.   (U)   The  first  annual  Information  Management  Plan  (IMP) 
was  submitted  by  DAMI-AM  on  1  July  1985  to  the  Office  of  the 
Assistant  Chief  of  Staff  for  Information  Management  (OACSIM)  for 
automation  support  to  OACSI  and  HQ,  U.S.  Army  Intelligence  Agency 
(AIA).   This  automation  support  initiative  primarily  consisted  of 
buying  microcomputers  and  printers  to  support  the  OACSI  and  HQ  AIA 
6-3 
UNCLASSIFIED,  88
UNCLASSIFIED 
organizations.  However,  in  the  out-years,  it  also  included 
netting  some  of  these  computers  to  the  HODA  Local  Area  Network 
(LAN)  and  projected  funds  for  an  OACSI  automated  storage  and 
retrieval  system. 
b.  (0)  Several  systems  for  IDHS  sites  moved  out  of  the  con- 
cept development  stage  into  full  development  and  fielding.  Those 
systems  were: 
(1)  (U)   The  Relocatable  Army  Processors  for  Intelligence 
Dissemination  -  Europe  (RAPIDE)  for  ODC3I,  USAREOR.   The  request 
for  proposal  (RFP)  was  advertised  for  the  hardware  integration 
on  this  project.  Tobyhanna  Depot  began  developing  the  prototype 
vans  in  which  the  RAPIDE  hardware  would  be  mounted  and  operate. 
(2)  (U)   The  Army  Threat  Intelligence  Production  System 
(ATI PS)  for  HQAIA. 
(3)  (U)   The  Korean  Intelligence  Support  System  (KISS)  for 
HO  USFK  and  the  Combined  Forces  Command. 
(4)  (U)  The  WESTCOM  Intelligence  Support  System  (WISS) 
was  connected  as  a  PACTIDS  Remote  Site,  which  gave  them  connec- 
tivity to  the  intelligence  files  at  the  Intelligence  Production 
and  Analysis  Center  (IPAC)  at  HO  PACOM,  but  still  did  not  give 
them  the  additional  automated  message  handling  capability  which 
they  desired. 
c,  (U)  The  computers  were  procured  for  these  systems  and 
software  development  was  well  underway  for  each  of  them  by  the 
end  of  the  fiscal  year. 
6-4 
UNCLASSIFIED  89
JMHfflfll 
d.   (U)   Several  other  systems  moved  from  the  funding  appro- 
val state  into  concept  development.  Those  systems  were: 
(1)  (U)   The  USSOUTHCOK  Intelligence  Support  System  (SCISS) . 
(2)  (U)  The  Fort  Bragg  IDHS  facility,  which  is  undergoing 
a  major  upgrade  to  serve  HQ  ARCENT,  units  located  at  Fort  Bragg, 
plus  all  CONUS-based  divisions  in  the  United  States. 
(3)  (U)   An  automated  message  handling  capability  for  HQ 
SHAPE.   HQ  SHAPE  submitted  their  hardware  acquisition  plan  on  18 
Jun  85,  and  DAMI-AM  subsequently  started  the  procurement  action 
to  obtain  that  hardware. 
(4)  (U)  The  Deployable  Intelligence  Data  Handling  System 
(DIDHS)  for  HQ  ARCENT  for  use  when  they  have  to  deploy  on  exer- 
cises or  wartime  contingencies  outside  their  garrison  location. 
(5)  (U)   The  USEUCOM  Intelligence  Support  System  (EISS) , 
which  is  a  replacement  for  their  existing  AIDES  system  plus  a 
second  site  operation  which  would  make  their  automation  support 
more  survivable  in  wartime.   The  Mission  Element  Need  Statement 
for  EISS  was  validated  by  DIA  on  19  Nov  84  and  approved  by  the 
Under  Secretary  of  the  Army  on  21  Mar  85. 
(6] 
4* 
% 
6-5
UNCLASSIFIED 
A  concept  was  developed  for  using  stand-alone  microcom- 
puters with  a  data  management  file  system  which  would  allow  them 
to  store,  search,  and  retrieve  their  records  in  an  automated 
form. 
6-6 
UNCLASSIFIED
UNCLASSIFIED 
SECTION  7 
PLANS ,  PROGRAM  AND  BUDGET  OFFICE 
1.  Major  Organization  Changes.  There  were  no  major  organiza- 
tional changes  affecting  the  Plans,  Program  and  Budget  Office 
during  FY  85. 
2.  Key  Personnel  Changes. 
a*  Program  and  Budget  Formulation  Branch.  The  branch  chief , 
LTC  Armstrong,  retired  from  the  Army  in  October  1984.  He  was 
succeeded  in  that  position  by  MAJ  E.  Ray  Yount. 
b.  Budget  Execution,  Audit  and  Management  Branch. 
(1)  Mr.  Earl  Myers,  Management  Analyst,  left  the  branch 
to  take  a  job  with  the  Navy  in  Annapolis,  MD.   Re  was  replaced  in 
July,  1985  by  Mr.  David  Mann,  who  came  to  OACSI  from  the  Force 
Development  Directorate,  DCSOPS. 
(2)  Mrs.  Bertha  Harris,  Budget  Analyst,  left  OACSI  for  a 
promotion  in  the  newly  formed  OACSI  FOA,  the  U.S.  Army  Intelligence 
Agency.  Mr.  Harris  was  replaced  by  Ms.  Charlotte  Wink,  who  came 
on  board  during  July,  1985. 
(3)  The  Audit  Team  was  brought  up  to  strength  with  the 
hiring  of  Ms.  Judy  Harrington,  Auditor,  who  came  on  board  on  July, 
1985. 
3.  Narrative  of  Activities. 
a.   Program  and  Budget  Formulation  Branch. 
(1)   The  Program  and  Budget  Formulation  Branch  managed 
the  resourcing  of  Army  intelligence  requirements  through  the  dual 
Comptroller  of  the  Army  and  Director  of  Central  Intelligence 
7-1 
UNCLASSIFIED  n
UNCLASSIFIED 
programming  and  budgeting  systems.  The  branch  coordinated  all 
program  and  budget  formulation  matters  for  the  Army's  portion  of 
the  National  Foreign  Intelligence  Program  (NFIP) ,  regulated  pur- 
suant to  Executive  Order  12333,  and  the  Security  and  Investiga- 
tive Activities  (SUA)  Program.  Oversight  functions  of  the 
branch  encompassed  program  development  and  budget  formulation  of 
general  military  intelligence,  counterintelligence,  security,  and 
cryptologic  programs  totaling  in  excess  of  $600  million  and 
12,000  military  and  civilian  manpower  positions. 
(2)   Program  and  Budget  Formulation  Branch  personnel 
engaged  in  frequent  liaison  with  Army,  OSD,  and  other  joint 
agency  elements.  The  branch  provided  OACSI  representation  on  the 
0-6  level  Program  and  Budget  Committee. 
b.  Budget  Execution,  Audit  and  Management  Branch. 
(1)  Branch  auditors  conducted  audits  of  CONUS  and  OCONUS 
intelligence  activities.  The  auditors  reviewed  the  usage  of 
intelligence  funds  and  wrote  audit  reports  for  all  activities 
reviewed. 
(2)  The  branch  coordinated  with  OSAMARDA  on  the  manpower 
survey  of  the  U.S.  Array  Intelligence  Operations  Detachment 
(OSAIOD) ,  on  OACSI  FOA.   Branch  management  analysts  coordinated 
the  preparation  of  survey  forms  by  the  USAIOD  elements,  and 
scheduled  entrance  interviews  and  on-site  visits  by  survey  team 
members.  The  survey  resulted  in  a  recommendation  for  fewer  man- 
power requirements  than  requested  by  the  ACSI.   Reclamas  to  the 
survey  report  were  prepared,  and  numerous  meetings  with  the 
7-2 
UNCLASSIFIED
UNCLASSIFIED 
survey  team  members  were  held  in  an  effort  to  resolve  differences. 
No  agreement  on  the  survey  had  been  reached  by  the  end  of  the 
fiscal  year. 
(3)  The  budget  analyst  conducted  budget  execution  and 
financial  operations  and  policy, 
c.  Plans  Branch. 
(1)  The  Plans  Branch  prepared  and  reviewed  Army  intelli- 
gence plans  and  coordinated  the  Army  portions  of  all  Joint, 
Service  and  National  Intelligence  Plans. 
(2)  Branch  personnel  coordinated  input  for,  and  wrote  the 
FY  85  Army  Intelligence  Management  Plans  (AIHP) .  The  AIMP  is  the 
capstone  document  for  the  future  of  Army  Intelligence.  It  iden- 
tified shortcomings  in  intelligence  mission  accomplishments,  and 
it  developed  requirements,  objectives,  and  tasks  to  solve  those 
shortcomings.  The  AIMP  facilitated  the  translation  of  identified 
requirements  into  the  program  and  budget  process.  The  Plans 
Branch  tasked  other  OACSI  elements  and  MACOMs  to  provide  input  to 
the  AIMP,  which  was  organized  along  functional  lines.  The  input 
was  reviewed  and  provided  the  basis  for  the  finished  plan. 
7-3 
UNCLASSIFIED  94
UNCLASSIFIED 
APPENDIX  A 
CHIEF  OF   STAFF,   ARMY,   COUNTERPART   (t» 
FY  85 
COUNTRY 
DATES 
PARTICIPANTS 
ESCORTS 
France 
37-27  Oct  84 
Norway 
25  Nov  -  6  Dec  84 
Jordan 
9  -  J  8  Jan  85 
Peru 
6  -  15  Feb  85 
Turkey 
17  -  27  Apr  85 
Japan 
8-16  Nay  85 
Dominican  Republic 
18  -  28  Jun  85 
Pakistan 
7-19  Jul  85 
Australia 
4  -  13  Sep  85 
TOTAL  TOURS  -    9 
TOTAL  PARTICIPANTS   -   42 
A-3 
UNCLASSIFIED
UNCLASSIFIED 
SPECIALS/DEFENSE  VIP  TOURS*  (U> 
FY  85 
COUNTRY 
DSACEUR  NATO 
♦Greece  -  CJCS 
Hark  Clark  Lecture 
Mexico  -  Industry  Visit 
•Italy  -  Minister  of 
Defense 
•Spain  -  Minister  of 
Defense 
•Turkey  -  Prime  Minister 
NATO  High  Level  Group 
•Japan  -  OJCS  (J-5) 
National  Defense  Colleqe 
of  Mexico 
Belaium  Royal  High 
College 
Morocco  Joint  Military 
Commission 
Royal  College  Defense 
Studies 
United  Kingdom 
•Saudi  Arabia  -  Minister 
of  Defense 
DATES 
30  Sep  -  5  Oct  84 
3-10  Nov  84 
14-19  Oct  84 
18  -  22  Nov  84 
22  -  27  Jan  85 
10  -  16  Mar  85 
2-4  Apr  85 
14  -  18  Apr  85 
19  -  25  May  85 
20  -  31  May  85 
21  -  25  May  85 
27  -  31  Jul  85 
(5-15  Sep  85 
28  Sep  -  4  Oct  85 
28  Sep  -  5  Oct  85 
PARTICIPANTS 
ESCORTS 
t% 
TOTAL  TOURS  -  14 
TOTAL  PARTICIPANTS  -  252 
A-2 
UNCLASSIFIED
UNCLASSIFIED 
ASSISTANT  CHIEF  OF  STAFF  FOR  INTELLIGENCE  COUNTERPART   (U) 
FY  85 
COUNTRY 
DATES 
PARTICIPANTS 
ESCORTS 
Thailand 
14-20  Jul  85 
TOTAL  HOURS  -  1 
TOTAL  PARTICIPANTS  -  2 
A- 3 
UNCLASSIFIED
UNCLASSIFIED 
COUNTRY 
FALL  ATTACHE  TOUR   21-25  Oct  85 
FOREIGN  ATTACHE  TOURS   (U) 
FY  B5 
DATES  PARTICIPANTS 
ESCORTS 
Atlanta*  FORSCOM,  Ft  Benninq,  Lockheed  Aircraft  Company*  Ft 
McCle? Ian. 
SKI  ATTACHE  TOUR 
SPRING  ATTACHE 
TOUR 
27  -  30  Jan  85 
28-7  May  85 
Detroit,  MI  (TACOM)  ;  General.  Motors?  Ft  Leavenworth,  KS  j 
5th  Inf  Div,  Ft  Polk;  New  Orleans;  LA  National  Guard;  Allied 
Chemical  Company;  Ft  Braqq,  NC. 
TOTAL  TOURS  -  3 
TOTAL  PARTICIPANTS  -  123 
A-< 
UNCLASSIFIED
UNCLASSIFIED 
ORIENTATION  TRAINING  TOURS  (V) 
FY  85 
COUNTRY 
DATES 
3-19  Oct  84 
•  GUESTS 
Germany 
Alaeria 
5  -  19  Nov  84 
Mexico 
3  -  6  Dec  84 
Ben<n 
16-30  Jan  85 
Seychelles 
23  Jan  -  6  Feb  85 
Portugal 
10  -  24  Apr  85 
Jordon 
12-26  Jun  85 
Yemen 
10-24  Jul  85 
Swaziland 
17  -  31  Jul  85 
Egypt 
10  -  24  Sep  85 
f  ESCORTS 
TOTAL  TOURS  -  10 
TOTAL  PARTICIPANTS  -  40 
OTHER  TOURS 
SCHOOL  OF  THE 
AMERICAS       5 -  26  Aug  85 
TOTAL  TOURS  -  1 
TOTAL  PARTICIPANTS  -  38 
A-5 
UNCLASSIFIED
UNCLASSIFIED 
SCHOOL  TOURS 
(U) 
FY 
SCHOOL  TOUR 
DATES 
STUDENTS 
COUNTRIES 
1-85 
23  -  28  Oct  84 
11-85 
27  Nov  -  2  Dec 
111-85 
22  -  27  Jan  85 
IV-85 
19  -  24  Feb  85 
V-85 
.19  -  24  Mar  85 
VI-85 
23  -  28  Apr  85 
130 
VII-85 
5-12  Nay  85 
VIII-85 
18  -  23  Jun  85 
IX-85 
23  -  28  Jul  85 
X-85 
20  -25  Aug  85 
113 
4] 
XI-85 
24  -  29  Sep  85 
TOTAL  TOURS  -  11 
TOTAL  STUDENTS  -  896 
A-6 
UNCLASSIFIED 
100