HISTORY  OF  THE 
AIR  FORCE  INTELLIGENCE  SERVICE 
1  JANUARY  -  31  DECEMBER  1982 
FORT  BELVOIR,  VIRGINIA 
VOLUME  I 
NARRATIVE  AND  APPENDICES 
^&¥ 
HEADQUARTERS,  UNITED  STATES  AIR  FORCE 
(THIS  COVER  IS  UNCLASSIFIED)
HISTORY  OF  THE  AIR  FORCE   INTELLIGENCE  SERVICE 
1   January  -  31  December  1982 
Fort  Bel  voir,   Virginia 
Volume  I 
Narrative  and  Appendices 
by 
TSgt  Jack  L.   Krahulec 
Historical   Division 
JL  H.   MARTIN 
Brigadier  General,   USAF 
9  August  19S3 
HEADQUARTERS,   UNITED  STATES  AIR  FORCE
FOREWORD 
%%   Ten  years  have  passed  since  the  birth  of  the  A1r  Force 
Intelligence  Service  (AFIS)  —  years  of  rapid  and  drastic  change. 
The  world  has  undergone  major  changes  involving  age-old  problems 
such  as  war,  famine  and  discrimination,  as  well   as  new  and  emerging 
problems,  such  as  overpopulation,  violations  of  ecological   balance, 
and  uncontrolled  technological  change.     But  while  these  years  have 
recorded  many  tragic  events  and  brought  new  and  crucial   problems, 
they  have  also  been  a  time  of  tremendous  scientific  advance.    We 
have  come  to  realize  as  never  before  that  the  kind  of  future  man 
will   have  depends  on  our  actions  —  whether  by  decision  or  by 
default. 
fl  P   During  1982,  the  need  for  Increased  Air  Force  Intelligence 
became  evident.     The  United  States  was  confronted,  on  the  one  hand, 
with  the  growing  military  power  of  the  Soviet  Uniorv,  and  on  the 
other,  with  increasing  turbulence  in  the  developing  world.     Taken 
together,  these  two  factors  created  an  environment  of  resources 
vulnerability  for  the  United  States  and  other  industrialized  societies, 
ffl  ^  Deputy  Secretary  of  Defense  Frank  C.  Carlucci  provided  a 
summSry  of  world  situations  in  a  speech  to  the  Senate  Subcommittee 
on  Defense  Appropriations  on  21  April    1982: 
....Over  the  last  few  decades,  there  has  been  a  significant 
change  in  the  geostrategic  situation.     The  Soviet  Union  has 
succeeded  in  projecting  its  power  by  establishing  outposts 
throughout  the  world:     Da  Nang,  a  former  U.S.  base  is  now  a 
Soviet  base;  Libya,  where  we  once  used  Wheel  us  AB,  is  now  an 
arsenal  of  Soviet  arms;  Aden,  a  former  British  port,   is  now 
a  Soviet  base;  Afghanistan,  formerly  neutral   territory,  is 
now  a  Soviet  occupation  zone;  and  Grenada,  formerly  a  peaceful 
island  in  the  Caribbean,   has  become  an  air  base  available  to 
the  Soviet  Union.     Additionally,  Soviet  use  of  proxy  forces 
.    in  Africa,  such  as  East  Germans  and  Cubans,  as  well  as  its 
supplying  military  equipment  to  export  revolution  in  Central 
America,  are  further  evidence  of  Soviet  efforts  to  disrupt 
world  order.     At  the  same  time,  the  Soviet  Union  has  established 
a  chain  of  modern  air  and  naval   bases  in  Asia  from  Siberia  to 
the  Mediterranean  that  provides  them  a  logistics  lifeline  for 
power  projection  that  can  threaten  U.S.  and  allied  interests 
and  affect  the  balance  of  global   military  power. 
%    ^  Throughout  1982,  AFIS  continued  to  support  United  States 
Air  Force  (USAF)  planning  and  combat  operations  and  responded  to 
changing  Air  Force  intelligence  requirements.     It  provided  specialized 
services  and  information  to  Headquarters  USAF  and  Air  Force  commanders 
worldwide  by  collecting,  processing  and  disseminating  Intelligence 
information. 
m
■  P   I  have  been  very  pleased  with  the  progress  AFIS  has  made 
in  al^mission  areas  during  1982.     In  spite  of  manning  shortages, 
internal   reorganizations  and  increased  taskings  and  responsibilities, 
AFIS  continued  to  provide  outstanding  support  to  the  intelligence 
community.     Repeated  successes  in  operations  and  support  added  re- 
cognition and  credibility  for  AFIS  through  the  national   level.     This 
was  directly  attributed  to  the  dedication,  pride  and  professionalism 
of  our  people.     This  history  provides  a  record  of  our  experiences 
during  the  year. 
WILLIAM  B.  SHERMAN,  Col,  USAF 
Vice  Commander 
iv
PREFACE 
MM  The  history  of  the  Air  Force  Intelligence  Service  (AFIS) 
for  calendar  year  1982  consists  of  a  narrative  volume  and   five 
volumes  of  supporting  documents.     These  volumes  are  on  file  at  the 
AFIS  History  Office  and  the  Albert  F.  Simpson  Historical   Research 
Center,  Maxwell  AFB,  Alabama. 
« 
j&    Two  methods  of  organization  were  used  in  preparing  the 
history.     The  chapters  are  functionally  grouped  with  subdivisions 
by  organization.     This  system  allowed  broader  coverage  of  all  assigned 
units  with  minimum  repetition  and  duplication.     All  units  are  rep- 
resented within  the  history  with  the  exception  of  AFIS  OL-M.     Due 
to  the  nature  of  their  mission,  information  on  this  unit  will   be 
covered  in  the  AF/INY  history. 
^^    The  history  could  not  have  been  produced  without  the  kind 
assistance  of  numerous  individuals  and  organizations.     The  narrative 
benefited  from  the  historical   inputs,  comments,  and  suggestions  of 
the  AFIS  and  AFSAC  Commanders,  Directors  and  Division  Chiefs.     Their 
contributions  can  be  seen  in  the  sources  cited. 
——    I  would  like  to  express  appreciation  to  Mr.  Grant  Hales 
in  the  Office  of  Air  Force  History  for  his  support,  assistance  and 
advice;  to  Colonel  William  B.  Sherman  (AFIS/CV),  who  supported  this 
project  and  encouraged  its  broad  publication;  to  Technical  Sergeant 
Ronald  E.  LaCoss  (AFIS/AC),   for  his  outstanding  support  in  obtaining 
word -processing  time;  to  Chief  Master  Sergeant  Robert  R.  O'Toole 
(AFIS/DA)  for  his  administrative  support;  Mr.   Keith  E.  Boyce  for 
graphics  and  cover  design;  and  Major  Charles  Pugh  (AFSAC/CCE)  for 
his  outstanding  support  under  short  notice.     Special  acknowledgement 
is  due  to  Mrs.  Kathy  Ward  (AFIS/HO)  for  typing  the  manuscript  in  its 
numerous  revisions. 
MM  Due  to  the  contemporary  nature  of  the  history,  it  is  subject 
to  revision  as  additional   information  becomes  available.     Suggestions 
for  improving  this  and  future  volumes  of  the  AFIS  history  are  welcome 
and  should  be  directed  to  the  Office  of  History,  Headquarters  Air  Force 
Intelligence  Service,  Fort  Belvoir,  Virginia     22060. 
J/#K  L.   KRAHULEC,  TSgt,   USAF 
Office  of  History
TABLE  OF  CONTENTS 
TITLE  PAGE        i 
SECURITY  PAGE    u 
FOREWORD  .....      iii 
PREFACE    v 
TABLE  OF  CONTENTS    vii 
LIST  OF  TABLES  
  x 
CHRONOLOGY    xi 
CHAPTER  I  -  MISSION,  RESOURCES  AND  SUPPORT  ACTIVITIES  ....  1 
Mission,  Organization  and  Command     1 
Mission  
Organization    1 
Command   
Resources   
Manpower       
Mission  and  Resources          5 
Operations     
Special    Problems    8 
Personnel     
Mission  and  Resources      ...  9 
Civilian  Personnel      11 
Training,  Education  and  Career  Development   .  .  15 
Military  Personnel  Resources  .......  16 
Monetary    18 
Comptroller    18 
Accounting  and  Finance        20 
Management  Analysis        20 
Budget    21 
Materiel    23 
Support  Activities     26 
Headquarters  Squadron  Section          26 
Administration          28 
Inspector  General       .     32 
Plans  Division    35 
Public  Affairs    39 
CHAPTER  II  -  INTELLIGENCE  SUPPORT          41 
Operational    Intelligence      41 
Significant  Management  Issues          41 
Special   Studies     
Special   Activity  Applications  Group          48 
Intelligence  Research        52 
vn
Photo  Research    53 
Aerospace  Intelligence      55 
Target  Intelligence     56 
Concepts  and  Applications      57 
Mapping,  Charting,  and  Geodesy     59 
Intelligence  Data  Management     60 
Security  and  Communications  Management     63 
Collateral  Security    63 
Personnel  Security     64 
Security  Management   .  ' 
Special  Security      68 
CHAPTER  III  -  INTELLIGENCE  PROGRAMS      71 
Intelligence  Reserve  Forces      71 
Mission  and  Resources     71 
Mission   
;  .  71 
Organization           .....  72 
Budget           .......  74 
Operations  and  Readiness      75 
Annual  and  Special   Tours        75 
Workshops    76 
Mobilization  Planning  and  Readiness       ....  76 
Establishment  of  Detached  Training  Sites  ...  78 
Intelligence  Support  Projects          79 
Training  Programs       
Personnel  and  Administrative  Management     83 
Assignment  and  Recruiting      83 
Personnel   Security        84 
Special   Actions  and  Records        85 
Administrative  Management      88 
Attache  Affairs       
Mission  and  Resources      88 
Significant  Factors     90 
Operations  and  Training        92 
Support  On  Station     95 
Incidents  On  Station        95 
Escape,   Evasion  and  Prisoner  of  War    95 
Mission  and  Resources      96 
Organization  and  Mission        96 
Budget  Status         
Limiting  Factors      98 
Code  of  Conduct rand  SERE    99 
Code  of  Conduct    99 
Survival,  Evasion,  Resistance  and  Escape  (SERE).  101 
Defense  Support  Programs      102 
Soviet  Affairs    106 
Mission  and  Organization      106 
Literature  Research          106 
Soviet  Awareness          108 
Special    Problems        
  109 
vi  n
Operating  Locations     110 
OL-AF    HO 
Mission  and  Organization        110 
Significant  Projects       .........  Ill 
Special   Problem  Areas    114 
OL-N    115 
Mission  and  Resources   
,  115 
Operations    116 
OL-F    125 
Mission  and  Resources        125 
Operational  and  Functional  Activities  ....  126 
Air  Force  Special  Activities  Center  (AFSAC)        142 
Mission  and  Resources     142 
Plans,  Resources  and  Support    143 
Operations    148 
Limiting  Factors       
  153 
FOOTNOTES   .155 
APPENDICES         
  190 
Appendix  I  -  Lineage  and  Honors  Data       .........  190 
Appendix  II  -  Roster  of  Key  Personnel     .......  191 
Appendix  III  -  Authorized  and  Assigned  Strength  ....  193 
Appendix  IV  -  List  of  Plans  Reviewed/ Re vised  During       .     .  194 
CY  82  (AFIS/LG) 
Appendix  V  -  List  of  Agreements  Reviewed/Revised      ...  195 
In  CY  82  (AFIS/LG) 
Appendix  VI  -  List  of  AFIS  Vehicles      196 
Appendix  VII  -  List  of  Significant  Publications  and       .     .  197 
Events  (AFIS/XP) 
Appendix  VIII  -  AFIS/INOH  Research  Support          199 
Appendix  IX  -  Intelligence  Research  Production     ....  200 
Appendix  X  -  AFIS/INOP  Special   Projects          202 
Appendix  XI   -  Reserve  Training  Support  Summary     ....  204 
Appendix  XII  -  AFSAC  Regulations  Review  and  Development     .  205 
LIST  OF  SUPPORTING  DOCUMENTS    207 
Volume  I  -  Narrative  and  Appendices 
Volume  II  -  Supporting  Documents  1-54    207 
Volume  III  -  Supporting  Documents  55-96     210 
Volume  IV  -  Supporting  Documents  97  -  168    212 
Volume  V  -  Supporting  Documents  169-217     217 
Volume  VI  -  Supporting  Documents  218-229          220 
GLOSSARY    221 
IX
LIST  OF  TABLES 
CHAPTER 
NUMBER 
TITLE 
PAGE 
1-1 
1-2 
1-3 
1-4 
2-1 
3-1 
3-2 
3-3 
3-4 
3-5 
3-6 
3-7 
3-8 
3-9 
3-10 
AFIS/DP  Budget  Status  .    :;  
''    io 
Intelligence  Career  Development  Program  (ICDP)  '.     '.  12 
Training  Status  • 
AFIS  Training  Summary     15 
Professional  Military  Education  (PME)  Training  .  .  15 
lb/ DA  Expenses 
Ground  Accident  Summary   
..35 
Summary  of  AH S/ 1 NSD  Operations  •       69 
Summary  of  AFIS/RE  Expenditures     75 
New  Reserve  Training  Locations     78 
Reserve  IMA  Authorization  Summary     84 
Reserve  ROPA  and  Unit  Vacancy  Program  Status   ■  •  86 
Reserve  Enlisted  Promotion  Status     87 
Reserve  Awards  and  Decorations  Summary   ....  87 
Attache  Selection  Statistics     92 
Attache  Promotion  Statistics     93 
AFIS/INR  Budget  Status      98 
Compass  Call  Activities  -  1982    136 
d 
m 
m o 
S3 
«n 
M «  - 
0) 
VI 
fl> 
r-l 
OJ 
O
CHRONOLOGY 
DATE  EVENT  PAGE  cj 
-■  ■  Wl 
JAN 
FEB 
o 
. .      108  » 
p 
0% 
The  Soviet  Awareness  Division  (AFIS/INCR)  made  a         ...     108  * 
major  change  in  the  content  of  its  presentations  £ 
on  Soviet  military  forces  for  Soviet  Military  Power  «» 
Weeks  (SMPWs),  Soviet  Military  Power  Days  (SMPDs)  • 
and  all   roadshows.     The  change  involved  creating 
two  new  presentations,  "Soviet  Readiness  for  War" 
and  "Intercontinental  War",  and  restructuring  an 
existing  presentation,  "Theater  War". 
New  Common  User  Baseline  for  the  Intelligence  Com-     ...      61 
munity  (CUBIC)  Configuration  Management  procedures 
went  into  effect  for  AFIS  contractors  and  the  entire 
CUBIC  user  community. 
The  General   Defense  Intelligence  Program  (GDIP)  re-   ...      6 
source  adds  for  FV82-83  were  distributed.     A  total 
of  15  officers,  nine  enlisted,  and  four  civilians 
were  allocated  to  intelligence  endeavors  ranging  from 
Project  SEEK  and  Camouflage,  Concealment  and  Decep- 
tion Studies  to  Editor/Translators  and  Common  User 
Data  Base  for  Intelligence  Community  (CUBIC)  configur- 
ation management.     Eight  additional  GDIP  resources 
were  allocated  to  the  Directorate  of  Intelligence 
Data  Management  (AFIS/IND)  in  support  of  CUBIC  type 
programs. 
A  major  initiative  began  to  investigate  alternatives  ...    17 
to  the  1100th  Air  Base  Wing  (ABW)  as  the  servicing 
Consolidated  Base  Personnel  Office  (CBPO)  for  all   AFIS 
elements. 
To  meet  unit  imagery  analysis  needs,  the  Special  ...    43 
Studies  Division  (AFIS/INOA)  relocated  most  of  its 
analysts  to  the  National   Photographic  Interpretation 
Center  at  the  Washington  Navy  Yard. 
12  Technical    Sergeant  Barry  L.  Bahler,  assumed  duty  as 
the  first  full-time  Public  Affairs  representative 
for  AFIS. 
XT
DATE     EVENT  PAGE 
FEB 
22Feb-        An  AFIS  OL-F  representative  acted  as  coordinator   ...       134 
5»'ar  and  focal    point  for  intelligence  inputs  and  re- 
quests for  information  regarding  electronic  war- 
fare during  exercise  Green  Flag  82. 
MAR 
The  Modular  Architecture  for  Exchange  of  Intelli-...         61 
gence  (MAXI)  was  declared  the  DODIIS  Standard 
Single  Processor  Automated  Message  System  (AMHS). 
Two  AFIS  reorganizations  were  reviewed,  approved             6 
and  implemented.     The  Directorate  of  Attache 
Affairs  (AFIS/INH)  created  an  Officer  Selection/ 
Training  and  Support/Area  Specialist  Division  and 
an  Enlisted  Selection/Administration  Division.  The 
Directorate  of  Operational    Intelligence,   Intelligence 
Research  Division  (AFIS/INOI)  created  branches  re- 
flecting major  areas  of  responsibility  (i.e.  Missile 
and  Space  Branch  and  C3  and  Intelligence  Branch). 
13-14  The  National    Capital   Area  Reserve  Area  Director-    ...         76 
DTS  Commander  Workshop  was  held  at  Fort  Bel  voir. 
The  workshop  provided  a   forum  for  DTS  Commanders 
to  review  areas  of  management,  operations  and  per- 
sonnel with  an  objective  to  further  refine  and 
improve  the  existing  Air  Force  Intelligence  Reserve 
(AFIR)  prograir. 
17Mar-        AFSAC  supported  Team  Spirit  82,  a   joint  Republic    ...        145 
8Apr  of  Korea    (ROK)  and  U.S.   field  training  exercise. 
APR 
1  The  AFIS/DA  Pentagon  Support  Branch  (AFIS/DAU)       ...  28 
was  eliminated.     Its  functions  were  transferred 
to  AFIS/INSA  along  with  two  AFIS/DA  positions. 
The  third  DAU  position  was  transferred  to  the  AFIS  <2 
Logistics  Division  (AFIS/LG).  S' 
4  The  Special   Activity  Appl ications  Group  (AFIS/       ...  48  V* 
INOH)  was  formally  established  within  AFSAC  at  J? 
Fort  Belvoir.  ^ 
5-16  The  AFIS  Inspector  General    (AFIS/IG)  conducted       ...  33      £ 
a  Management  Effectiveness   Inspection   (MEI)  of  £ 
Overall    rating  £ 
xn
EVENT  PAGE 
26Apr-        AFSAC  supported  the  Flintlock  82  exercise  which  ...        145 
23May  took  place  in  Vaihingen,  Federal   Republic  of 
Germany. 
MAY 
20  A  Feasibility  Study  found  the  Directorate  of        ...         7 
Evasion  and  Escape/PW  suitable  for  Manpower 
Standards  development.     This  function  had  never 
been  studied  before  and  presented  a  "ground-up" 
building  effort  for  AFIS/MO. 
24-28  The  first  worldwide  AFSAC  Commanders'   Conference  ...      150 
was  held  at  Headquarters  AFSAC,   Fort  Bel  voir. 
JUN 
The  Directorate  of  Operational    Intelligence,  ...      53 
Intelligence  Research  Division  (AFIS/INOI)  for- 
mally reorganized  from  two  branches  (Strategic 
Systems  and  Aircraft/ Defensive  Missiles)  to 
three  branches  (Missile  and  Space,  Aircraft,  and 
C3  and  Intelligence).     In  addition,  the  division 
was  directed  to  initiate  manpower  acquisition  for 
a  fourth  branch  which  would  address  Third  World 
activities. 
21  AFSAC  established  a  board  of  senior  management     ...       147 
officials  in  Headquarters  AFSAC  to  formulate 
fiscal   policy,  work  management  problems,  and 
serve  as  a   body  to  review  corporate  AFSAC  fiscal 
and  resource  submissions. 
JUL 
Following  up  on  the  1981   Intelligence     Individual 
Mobilization  Augmentee  Restructuring,  AFIS/MO 
began  a  comprehensive  review  of  intelligence  IMA 
requirements.     This  review  stressed  reduction  or 
elimination  of  Air  Force  Specialty  Codes  (AFSCs) 
(particularly  non-intelligence  AFSCs)  reflected 
on  the  wartime  untasked  AFSC  list. 
1  The  Civilian  Potential  Appraisal   System  (CPAS)       ...     14 
ratings  replaced  the  Supervisory  Appraisal  of 
Employees  Performance  which  had  been  used  for  the 
last  several   years. 
xm
DATE  EVENT  -  PAGE 
JUL 
12  The  Personnel    Training,   Education  and  Career  ...       15 
Development  Division  (AFIS/DPT)  was  created. 
15  For  the  first  time,  wartime  mission  responsi-         ...         7  *J* 
bilities  were  addressed  in  the  AFIS  Organiza-  ^ 
tion  and  Function  Chartbook,  AFISR  23-1.  ,$- 
16  The  Collateral   Security  Division  (AFIS/INSA)  ...       63 
assumed  a  portion  of  the  functions  previously  ^ 
performed  by  the  Intelligence  Reference  Branch  $>' 
(AFIS/INDOC).  *> 
AUG 
* 
</ 
27-29  The  AFIS  Inspector  General    (AFIS/IG)  conducted       ...       33  * 
a  Management  Effectiveness  Inspection  (MEI)  of  & 
Overall   rating-  £ 
* 
«? 
The  first  edition  of  the  official  AFIS  news-     ...   40 
paper,  The  Intelligencer,  wa,s  printed  and 
dispatched. 
Per  tasking  by  AFIS/MO,  the  AFSAC  Plans  and     ...  146 
Policy  Branch  (AFSAC/INXA)  reviewed  AFSAC s 
wartime  augmentation  requirements  with  regard 
toward  changing  702XX  reserve  requirements 
(which  were  to  be  deleted  under  new  DOD  and 
USAF/MPM  guidance)  into  20370  and  201XX  slots. 
The  overall  number  of  reserve  positions  authorized 
for  AFSAC  did  not  change,  only  the  Air  Force 
Specialty  Codes  (AFSCs). 
The  AFIS  Manpower  and  Organization  Division      ...    7 
(AFIS/MO)  replaced  the  Air  Force  Standardization 
Organizational  Structure  Codes  (OSCs)  used  in 
the  Unit  Manpower  Documents  (UMD)  with  func- 
tional office  symbols.  This  initiative  made  the 
UMD  more  manageable. 
The  Deputy  Secretary  of  Defense  directed  that         ...       64 
the  military  departments  implement  a  program  of 
polygraph  screening  for  persons  with  Sensitive 
Compartmented   Information   (SCI)  access*     The  poly- 
graph examination  would  address  counter-intelligence 
questions  only.     Under  the  new  direction,   the  Per- 
sonnel   Security  Division    (AFIS/INSB)  would  determine 
which  Air  Force  personnel   would   be   polygraphed  and 
the  Air  Force  Office  of  Special    Investigation  (AFOSI) 
would  conduct  the  actual    polygraph  examinations. 
xiv
DATE  EVENT  PAGE 
AUG 
17-28  AFSAC  supported  the  Ulchi  Focus  Lens  82  command     ...     145 
post  exercise  held  at  Taegu  AB,  Republic  of  Korea. 
SEP 
19-30  Exercise  Ridge  Runner  82  was  conducted  at  Camp       ...     \qq 
Dawson,  West  Virginia.     This  exercise  was  the 
second  in  a  series  of  annual   joint  service  eva- 
sion training  exercises  sponsored  and  conducted 
by  the  Evasion  and  Escape,  Prisoner  of  War  Direc- 
torate (AFIS/INR).     The  explicit  purpose  of  the 
exercise  was  to  provide  concentrated  training 
for  selected  members  of  all    four  U.S.  Armed  Ser- 
vices whose  duties  entailed  teaching  and  or 
briefing  U.S.  combat  personnel  on  the  subject  of 
evasion  or  conducting  basic,  advanced,  or  con- 
tinuation evasion  training.     Fifty-one  student 
trainees,   including  members  of  the  Royal  Air 
Force,  United  Kingdom,  participated. 
27  The  Target  Intelligence  Division  (AFIS/INOT)         ...         56 
was  elevated  to  directorate  level   as  the  Direc- 
torate of  Targets   (AFIS/INT). 
OCT 
The  Readiness  Command  (REDCOM)   Intelligence  ...       62 
Data  Handling  System  (IDHS)  achieved  an  initial 
operating  capability. 
Preliminary  planning  began  to  examine  the  feasi-   ...       25 
bility  of  constructing  a  new  Air  Force  Intelli- 
gence facility  at  Boiling  AFB,   D.C. 
1-  Brigadier  General   Bissell    (AFIS/CC)  merged  the       ...        4 
AFIS  Vice  Commander  (AFIS/CV)  and  Chief  of  Staff 
(AFIS/CS)  positions.     The  new  position  retained 
the  Vice  Commander  designation  and  was  located  at 
Fort  Belvoir.     Colonel  William  B.  Sherman,  formerly 
Director  of  Operational   Intelligence  (AFIS/INO), 
assumed  the  duties  of  the  amalgamated  Vice  Commander 
position.     Colonel  Alforis  Broz  (AFIS/CS)  served  as 
a  Special   Assistant  to  the  Commander  until   his  re- 
tirement on  1  November. 
1  AFSAC  created  a  new  Career  Management  and  Training  ...  147 
Branch  (AFSAC/INXC)  by  consol idating  the  training 
functions  of  AFSAC/ INOB  with  the  career  management 
functions  of  AFSAC/INX.     The  primary  mission  of  the 
new  branch  was  to  identify,   select,  and  train  AFSAC 
personnel,  and  to  provide  for  their  career  progression. 
xv
120ct- 
12  Nov 
180c  t- 
5  Nov 
250ct- 
5Nov 
EVENT 
AFIS  OL-F  personnel   supported  Coronet  Zippo 
testing. 
A  supply  account  was  established  between  Head-     ., 
quarters  AFIS  and  Fort  Belvoir  which  allowed  AFIS 
supply  custodians  to  purchase  items  through  the 
U.S.  Army  supply  system.     This  new  account  elimi- 
nated the  previous  need  for  numerous  supply  trips 
to  distant  locations  such  as  Boiling  and  Andrews 
AFBs. 
The  AFIS  Inspector  General    (AFIS/IG)  conducted     . 
a  Management  Effectiveness  Inspection  (MEI)  of 
the| 
Overall   rating- 
Exercise  Proud  Saber  83  was  conducted.     It  eval- 
uated the  readiness  and  responsiveness  of  the 
Air  Force  Reserve  to  properly  react  to  nobiliza- 
tion  tasking  in  time  of  national    emergency. 
PAGE 
134 
t 
.* 
NOV 
9-10 
DEC 
1 1 
The  Attache  Affairs  Area   Specialist  Board  con- 
vened to  select  13  candidates  to  enter  training 
in  FY53.     The  13  selected  were  scheduled  to  attend 
training  for  a  Master's  degree  and  language  in  a 
specific  geographical    a»-ea.     The  geographical 
areas  to  be  studied  included  Soviet,  Sub-Saharan 
Africa,   Far  East,  Middle  East,  Latin  America  and 
Western  and  Eastern   Europe. 
AFIS  OL-F  hosted  a   Precision  Location  Strike  Sys- 
tem (PLSS)    Intelligence  Support  Conference  with 
representatives  of  AF/INEG,  AFIS  OL-N,  AFSAC/INA 
and  FTD. 
Construction  began  to  conver 
at  Fort  Belvoir,  into  a.  new  Sen 
Information  Facility   (S'CIF)   for 
Force  Special   Activities  Center 
..112 
"tive  Lomparimented 
use  by  the  Air 
(AFSAC). 
VI 
CO 
p 
A  second  floor  landing  within  the  AFIS  compound     .. 
at  Fort  Belvoir  collapsed.     Two  enlisted  personnel 
received  multiple  injuries. 
AFIS  established  an  Office  of  Information  Systems    . 
Management  Team.  The  team  provided  management  and 
iui dance  for  Office   Information  Systems  Management 
OIS)  within  A:IS. 
4) 
& 
? 
XVI
CHAPTER   I 
MISSION,  RESOURCES  AND  SUPPORT  ACTIVITIES 
MISSION,   ORGANIZATION  AND  COMMAND 
Mission 
tf|  The  Air  Force  Intelligence  Service  (AFIS)  provided 
specialized  intelligence  services  and  information  to  Headquarters 
United  States  Air  Force  (USAF)  and  Air  Force  Commanders  worldwide  by 
collecting,  processing,  and  disseminating  intelligence  information.! 
4P  The  National  Security  Act  of  1947,  as  amended,  authorized 
the  Air  Force  to  collect,  evaluate,  correlate,  and  disseminate 
departmental  intelligence.  Department  of  Defense  directives  called 
for  the  Air  Force  to  provide  an  organization  capable  of  furnishing 
adequate,  timely,  and  reliable  intelligence  for  Department  of  Defense 
use.2 
J|B  In  1971,  the  Secretary  of  the  Air  Force  directed  the 
realignment  of  Air  Staff  operating  and  support  functions  to  other 
organizations.  As  a  means  of  continuing  the  original  intelligence 
mmion,  the  Air  Force  Intelligence  Service  was  established  on  27  June 
1972,  as  a  Separate  Operating  Agency  (SOA)  with  Headquarters  at  Fort 
Belvoir,  Virginia.3 
Organization 
£|  Throughout  1982,  AFIS  continued  to  support  USAF  planning  and 
combat  operations  and  responded  to  changing  Air  Force  intelligence 
requirements.  AFIS  retained  eight  directorates  to  support  its 
mission.  These  included  Operational  Intelligence  (AFIS/INO),  Security 
and  Communications  Management  (AFIS/INS),  Intelligence  Data  Management 
(AFIS/IND),  Personnel  (AFIS/DP),  Attache  Affairs  (AFIS/INH), 
Intelligence  Reserve  Forces  (AFIS/RE),  Soviet  Affairs  (AFIS/INC),  and 
Evasion,  Escape  and  Prisoner  of  War  (AFIS/INR).  An  additional 
directorate  was  created  in  September  with  the  elevation  of  the 
Targeting  Division  to  directorate  level  (AFIS/INT).  (See  Figure  l).4 
D  The  Operational  Intelligence  Directorate  provided  the  Air 
Force  with  all-source  intelligence  affecting  Air  Force  policies, 
resources,  force  deployment  and  employment,  indications  and  warning, 
intelligence  analysis  of  current  operations,  and  special  intelligence 
research;  provided  intelligence  support  of  electronic  warfare 
activities;  and  ensured  that  the  Secretary  of  the  Air  Force,  the  Chief 
of  Staff,  and  key  Air  Staff  officers  received  the  timely  and  accurate 
intelligence  necessary  to  assess  critical  situations  in  world  crises.5 
    The  Security  and  Communications  Management  Directorate 
oversaw  the  worldwide  Air  Force  Special  Security  Office  and  Special 
Activities  Office  and  ensured  compliance  with  security  policies  that 
covered  special  intelligence  and  intelligence  telecommunications. 6
Inspector 
General 
Cc  Commander 
ty      Vice  Commander 
r 
Admin 
Div 
pc. 
Comptroller 
Division 
«r 
I 
Hq  Squadron 
Section 
v<0 
I 
History 
Office 
»»r 
r 
D/Security  and 
Communications  Mgmt 
Collateral   Scty  ft 
Admin  Spt 
Personnel   Scty  Hqmt 
Ar  Spec!   Scty  Office 
2*1  
  ■ 
I 
;>/ Intel    Data 
Management 
Ops  ft  Development 
Resources  ft  Myr.t 
Senior  Enlisted 
Advisor 
C«nS 
Logisitics 
Division 
I 
Manpower  ft 
Organization 
nc 
Plans 
Oiv 
X* 
Public 
Affairs 
ft.  Office 
I 
n/Soviet  Affairs    ♦ 
literature  Research 
Soviet  Awareness 
T« 
D/Evasion  and 
fscaDe/PW 
Code  of  CondtKt/SRf 
Defense  Spt   Programs 
l<4t 
I 
0/  Personnel 
Civil ian  Pers 
Military  Pers 
Trn,  fduration  ft 
Career  Develop- 
ment p? 
UGENO 
*  *  Pentagon 
♦  =  Boiling  AFB,   DC 
I 
AF  Sped   Activities 
Center 
Plans.  Resources 
ft  Spt 
©Derations 
WSil 
I 
D/Operational 
Intell igance 
Spec!   Studies 
Intel   Research 
Photo  Research 
Aerospace  Intel 
i*r   
D/ Targets 
Concepts  1  Applications 
Mapping,  Charting  ft 
Geodesy 
o 
c 
X 
0/ Intel  Reserve 
Forces 
Operat  ions 
Personnel   Mgmt 
L 
D/Attache  Affairs 
Officer  Selection/Trn 
ft  Spt/ Area  Sped 
Enlisted  Selection/ 
Administration 
Id* 
 , 
Operating  Locations 
AF  -  Kirtland  AFB,  lit 
F  -  Eglin  AFB,   Ft 
N  -  Kelly  AFC.   TX 
M  -  Alexandria.  VA 
«n—  o 
OZ  so 
3D-*  C» 
r-  ze 
car-  — 
m.—  rsj 
r-  C*  t* 
*cm  -« 
OS?  — 
— »o  O 
JO"!  ^ 
lt>  o 
—  » 
so  «e  J> 
O—  — 
o 
As  of:   31  Dec  82
MM        The  Intelligence  Oata  Management  Directorate  planned, 
onTated,  and  exercised  managerial  control  of  worldwide  Air  Force 
coor 
intelligence  data  handling  systems. ? 
^^  The  Intelligence  Reserve  Forces  Directorate  managed  the  Air 
Force^  Intelligence  Service's  Intelligence  Reserve  program. 
Responsibilities  included  the  recruitment,  administration,  readiness 
training,  and  operational  use  of  assigned  and  attached  mobilization 
augmentees  in  support  of  active  forces,  peacetime  requirements,  and 
contingency  mission  requirements.  The  directorate  also  developed, 
reviewed,  and  revised  programs,  plans,  and  operations  documents 
affecting  the  Air  Force  Intelligence  Service's  Intelligence  Reserve 
program. 8 
MM  The  Soviet  Affairs  Directorate  conducted  the  Air  Force's 
SovieTTwareness  Program,  consisting  of  the  Soviet  Military  Thought  and 
Studies  in  Communist  Affairs  books  series,  "Soviet  Press  Selected 
Translations"  periodical,  internal  publications,  the  Soviet  Military 
Power  Week,  Soviet  Awareness  Team,  and  the  Soviet  Military  Literature 
Research  facility.9 
M^  The  Evasion  and  Escape  and  Prisoner  of  War  Directorate 
provided  centralized  management  and  cohesive  direction  to  all  aspects 
of  intelligence  support  of  evasion  and  escape  and  prisoner  of  war 
matters  and  served  as  the  action  office  for  Department  of  Defense  Code- 
of -Conduct  training. 10 
     The  Personnel  Directorate   provided   assistance  and 
recommendations  on  all  matters  that  pertained  to  military  and  civilian 
personnel  acquisition  and  assignment,  career  development  and  training, 
career  management,  and  liaison  between  worldwide  intelligence 
"activities  and  the  Air  Force  Manpower  and  Personnel  Center. 11 
MJ  The  newly  formed  Targets  Directorate  provided  expertise  on 
targeting,  weapons,  geodesy,  and  cartography  and  served  as  the 
Department  of  the  Air  Force  contact  with  the  Defense  Mapping  Agency. I2 
■MM  Besides  the  major  directorates,  eight  additional  agencies 
provided  special  staff  support.  These  included  the  Administrative, 
Comptroller,  Logistics,  Manpower  and  Organization,  and  Plans  Divisions, 
the  Headquarters  Squadron  Section  and  the  History  and  Public  Affairs 
Offices.  These  offices  reported  directly  to  the  AFIS  Vice  Commander. 
The  Inspector  General  and  Senior  Enlisted  Advisor  reported  directly  to 
the  AFIS  Commander.  Other  agencies  assigned  to  AFIS  included  the  Air 
Force  Special  Activities  Center  (AFSAC)*  and  four  Operating  Locations 
(OLs)  —  OL-AF,  Kirtland  AFB,  New  Mexico;  OL-F,  Eglin  AFB,  Florida; 
OL-N,  Kelly  AFB,  Texas;  and  OL-M,  Alexandria,  Virginia." 
*  AFSAC  provided  centralized  management  over  all  the  Air  Force 
activities  involved  in  the  collection  of  information  from  Human 
Resources.  Major  subordinate  units  were  located  in  Air  Force  European 
and  Pacific  commands.
/««-tPP^  In  addition  t0  the  creation  of  the  Targeting  Directorate 
(AFIS/INT),  three  other  organizational  changes  took  place  in  1982 
The  Public  Affairs  Office  was  established  as  a  separate  organization; 
a  new  Training,  Education  and  Career  Development  Division  (AFIS/DPT) 
was  created  within  the  Personnel  Directorate;  and  the  AFIS,  Chief  of 
Staff  position  was  eliminated.14 
Command 
9  During  1982,  Brigadier  General  Schuyler  Bissell  continued  as 
r  of  AFIS  and  Deputy  Assistant  Chief  of  Staff,  Intelligence 
(DACS/I),  Headquarters  USAF,  Washington,  D.C.  Throughout  his  career, 
General  Bissell  held  a  variety  of  positions  including  operational 
assignments  with  the  Air  Training  Command,  duty  as  an  instructor 
pilot,  flight  commander  and  squadron  evaluation  section  chief. 15 
fP  While  assigned  to  the  497th  Tactical  Fighter  Squadron  at 
oyal  Air  Force  Base,  Thailand,  General  Bissell  flew  119  combat 
missions,  totaling  187  hours  in  F-4  aircraft  over  North  Vietnam.  From 
September  1968  to  July  1970,  the  general  was  an  action  officer  in  the 
Directorate  of  Operations  at  Headquarters  USAF,  and  was  also  a  member 
of  the  Operations  Review  Group  that  evaluated  air  operations  in  the 
Republic  of  Vietnam.  Acting  in  support  of  a  Corona  Harvest  study,  the 
general  was  a  member  of  a  group  that  examined  strategy  for  the 
employment  of  air  power  in  Southeast  Asia.15 
4| p  After  completing  the  Army  War  College  in  June  1971,  he  was 
assigned  to  the  Air  Training  Command  at  Vance  AFB,  Oklahoma,  where  he 
served  as  Base  Commander,  Deputy  Commander  for  Operations  and  Wing 
Commander  for  the  71st  Flying  Training  Wing.  In  July  1974,  he 
transferred  to  Reese  AFB,  Texas,  as  Commander  of  the  64th  Flying 
Training  Wing.  He  remained  at  that  post  until  he  departed  for 
Washington,  D.C,  in  May  1975,  to  begin  training  for  an  Attache 
assignment.  He  served  as  United  States  Defense  Attache  and  Air 
Attache  to  Israel  from  August  1976  to  August  1979.  The  general  then 
became  Deputy  Assistant  Chief  of  Staff  for  Intelligence,  Combined 
Forces  Command,  and  Assistant  Chief  of  Staff,  Intelligence  for  United 
States  Forces  Korea.  He  assumed  his  present  position  on  22  July 
1981. 17  J 
fp   The  only  change  in  command  structure  in  1982  involved  the 
amalgamation  of  the  AFIS  Vice  Commander  and  Chief  of  Staff  positions. 
One  of  .the  initial  actions  General  Bissell  took  after  assuming  duties 
as  Commander  of  AFIS  was  to  establish  a  new  Chief  of  Staff  position 
and  office  at  Fort  Belvoir.   Colonel  Alfons  L.  Broz  was  selected  to 
fill  this  important  new  position  which  became  effective  1  October 
1981.18+ 
*    See  the  appropriate  sections  within  this  history  for 
additional  information. 
**  For  additional  information,  see  the  official  biography,  SD-2. 
+  Colonel  3roz  was  projected  to  retire  on  1  November  1982.
During  the  next  year,  a  strong  management  and  leadership 
presence  at  Fort  Belvoir  proved  to  be  highly  effective  and  responsive 
to  the  growing  needs  of  AFIS.  In  order  to  continue  that  presence  and 
to  free  up  a  valuable  senior  manaaement  position  for  use  elsewhere, 
General  Bissell  elected  to  amalgamate  the  AFIS  Vice  Commander 
(AFIS/CV)  and  Chief  of  Staff  (AFIS/CS)  positions.19 
■  P  The  new  position  retained  the  Vice  Commander  designation  and 
was  located  at  Fort  Belvoir.  Colonel  William  B.  Sherman,  formerly 
Director  of  Operational  Intelligence  (AFIS/INO),  assumed  the  duties  of 
the  amalgamated  Vice  Commander  position.  Colonel  Jack  Morris, 
relinquished  his  prior  Vice  Commander  duties  and  assumed  duties  (on  a 
full-time  basis)  as  the  AF/IN  Executive  Officer.  After  relinquishing 
his  Chief  of  Staff  duties,  Colonel  Broz  served  as  a  Special  Assistant 
to  the  Commander  until  his  retirement  on  1  November.  All  changes  were 
effective  1  October  1982.20 
RESOURCES 
MANPOWER 
Mission  and  Resources 
    The  Manpower  and  Organization  Division  (AFIS/MO)  managed 
AFIS  and  Air  Force  wide  reserve  Individual  Mobilization  Augmentee 
(IMA)  authorizations;  managed  active  manpower  authorizations; 
controlled  the  AFIS  organizational  structure;  conducted  manpower 
surveys;  and  determined  manpower  requirements.  AFIS/MO  began  1982 
with  three  branches  --  Resources,  Requirements,  and  Management 
Engineering.  On  1  April,  a  new  two-branch  structure  was  instituted  to 
better  define  responsibilities  and  serve  AFIS.  The  Resources  and 
Productivity  Branch  emphasized  dedication  to  conservation  of,  and 
participation  in,  the  full  utilization  of  critical  resources.  The 
Engineering  and  Requirements  Branch  stressed  identification  of 
functional  manpower  needs  and  dedicated  support  of  the  Management 
Engineering  Program  (MEP)  started  in  1981.  Essentially,  both  new 
branches  were  created  to  provide  better  service  capability  to  AFIS 
customers  and  lend  intensified  emphasis  to  both  Air  Force  wide 
programs  (productivity,  resource  control,  organization  structure 
control)  and  command  resource  management  efforts. 2i 
(IP  Manning  authorizations  within  MO  remained  unchanged 
throughout  the  year.  The  division  retained  one  officer  and  five 
enlisted  positions.  Major  John  S./Follrod  continued  as  Chief. 22 
Operations 
    January  marked  the  beginning  of  a  concerted  effort  to 
acquire  an  on-site  dedicated  Cathode  Ray  Tube  (CRT)  capability  to 
process  Command  Manpower  Data  System  (CMDS)  updates  and  changes.  Air 
Force  elimination  of  punch  card  batch  processing  for  CMOS  programs 
made  it  imperative  for  MD  to  possess  CRT  processing  capability.  Major 
Follrod  projected  full  operational  status  in  the  third  quarter  of 
Fiscal  Year  (FY)  83. 23
i  for 
The  General  Defense  Intelligence  Program  (6DIP)  resource 
adds~~r"or  FY  82-83  were  distributed  in  January.  A  total  of  15 
officers,  nine  enlisted,  and  four  civilians  were  allocated  to 
intelligence  endeavors i 
Intelligence 
in 
resources  were  allocated  to 
anagement  (AFIS/IND) 
   Two  reorganizations  were  reviewed,  approved  and  implemented 
...  March.  The  Directorate  of  Attache  Affairs  (AFIS/INH)  created  an 
Officer  Selection/Training  and  Support/Area  Specialist  Division  and  an 
Enlisted  Selection/Administration  Division.  The  Directorate  of 
Operational  Intelligence,  Intelligence  Research  Division  (AFIS/INOI) 
created  branches  reflecting  major  areas  of  responsibility  (i.e. 
Missile  and  Space  Branch,  Aircraft  Branch,  and  C3  and  Intelligence 
Branch).  In  both  cases,  functional  recognition  was  greatly  enhanced 
and  customer  contact  improved. 25 
    Two  additional  reorganizations  were  approved  during  1982. 
These  included  the  Directorate  of  Personnel  and  The  Target 
Intelligence  Division.  AFIS/MO  reviewed,  approved  and  implemented  a 
reorganization  of  the  Directorate  of  Personnel  (AFIS/DP)  effective  12 
July.  A  Traning,  Education,  and  Career  Development  Division 
(AFIS/DPT)  was  established  to  emphasize  the  critical  nature  <.  ■ 
procurring,  training,  and  retaining  valuable  personnel  intelligence 
resources.  The  centralized  management  of  career  intelligence 
personnel  would  greatly  enhance  the  Air  Force's  ability  to  keep 
abreast  of  sensitive  events  of  intelligence  value. 2^ 
jcToral 
   The  Target 
directorate  level  as 
27  September.   This 
coordination,   and 
personnel. 2? 
Intelligence  Division  (AFIS/INOT)  was  elevated  to 
the  Directorate  of  Targets  (AFIS/INT)  effective 
action  acknowledged  the  level  of  responsibility, 
authority   exercised   by   target   intelligence 
The  Manpower  and  Organization  Division  also  conducted  a 
major  review  of  AFIS  and  Office  of  Assistant  Chief  of  Staff, 
Intelligence  (AF/IN)  National  Capital  Region  (NCR)  authorizations  in 
September.  The  review  was  significant  in  that  in  addition  to  the 
number  of  authorizations  allocated  to  each  office,  the  Management 
Headquarters  versus  non-Management  Headquarters  responsibilities  of 
each  office,  and  the  special  inter-relationship  between  AF/IN  and  AFIS 
offices  were  addressed  and  made  a  matter  of  record.  If  the 
recommendations  provided  in  this  review  were  adopted,  major  shifts  in 
responsibilities  and  resources  would  occur,  resulting  in  a  substantial 
growth  of  AF/IN  and  complimentary  reduction  of  AFIS.  No  additional 
information  was  available  by  the  end  of  the  year. 28 
AFIS/MO  facilitated  the  launching  of  a  Quality  Circle  (QC) 
management  program  by  arranging  for  Colonel  Alfons  Broz  (AFIS,  Chief 
of  Staff)  to  attend  the  Executive  Seminar  on  the  QC  process  at  Wright- 
Patterson  AFB,  Ohio  on  20  April.    This  was  followed  up  with 
M 
o 
V) • 
P 
tft 
U 
m 
a. 
*» 
4) 
r-t 
P
representatives  from  MD  and  the  Administrative  Division  (DA)  attending 
a  five  day  QC  course  at  Wright-Patterson  from  16-20  August.  AF1S/DA 
had  volunteered  to  be  the  first  QC.  This  was  a  new  management 
initiative  within  AFIS  and  promised  increased  productivity  through 
worker  involvement. 29 
     A  Feasibility  Study  completed  on  20  May,  found  the 
Directorate  of  Evasion  and  Escape/POW  suitable  for  Manpower  Standards 
development.  This  function  had  never  been  studied  before  and 
presented  a  "ground-up"  building  effort  for  MO. 30 
flft  On  25  June,  MO  received  Air  Force  Management  Engineering 
AgencyTAFMEA)  approval  of  its  Manpower  Standard  Study  for  the  Office 
of  the  Security  Police,  Air  Force  Security  Clearance  Office  in  1980- 
81.  That  was  an  encouraging  event  for  the  AFIS  Management  Engineering 
Program  (MEP),  as  efforts  through  the  end  of  1982  in  the  Directorate 
of  Security  and  Communications  Management,  Personnel  Security  Division 
(AFIS/INSB)  Manpower  Standard  Study  had  yet  to  be  realized.  As  of  31 
December,  several  INSB  study  issues  were  still  unresolved. 31 
fly  Following  up  on  the  1981  Intelligence  Individual 
Mobilization  Augmentee  Restructuring,  MO  began  a  comprehensive  review 
of  intelligence  IMA  requirements  on  28  June.  Requiring  a 
comprehensive  closely  coordinated  evaluation  of  Major  Command  (MAJCOM) 
needs,  this  review  stressed  reduction  or  elimination  of  Air  Force 
Specialty  Codes  (AFSCs)  (particularly  non-intelligence  AFSCs)  re- 
flected on  the  wartime  untasked  AFSC  list.  As  the  central  manager  for 
intelligence  IMAs,  MO's  goal  was  achievement  of  a  "lean  and  mean* 
manpower  posture  in  the  reserve  program,  paralleling  that  of  the 
active  duty  posture. 32 
    For  the  first  time,  wartime  mission  responsibilities  were 
addressed  in  the  AFIS  Organization  and  Function  Chartbook,  AFISR  23-1 
on  15  July.  The  chartbook  had  undergone  a  complete  revision  prior  to 
its  publication.  Manpower's  concern  with  clarifying  the  wartime  role 
of  AFIS  was  extended  to  civilian  utilization  on  25  August.  At  that 
time,  AFSAC  was  tasked  to  identify  those  civilian  positions  deemed 
Wartime  Essential.  A  clear  picture  of  IMA  reserve  requirements 
necessary  to  backfi'l  vacated  military  and  civilian  positions  due  to 
hostile  actions  was  now  achieveable»33 
     Pursuing  MO's  aggressive  MEP  initiative,  the  division 
completed  a  Feasibility  Study  in  Headquarters  AFSAC  on  19  July.  The 
study  identified  the  Command  Section  and  the  Plans  and  Resources,  and 
Support  Division  as  suitable  for  Manpower  Standards  development.  The 
actual  standard  study  would  yield  five  manpower  standards  encompassing 
approximately  20  authorizations. 34 
    On  4  August,  MO  replaced  the  Air  Force  Standardization 
Organizational  Structure  Codes  (OSCs)  used  in  the  Unit  Manpower 
Document  (UMD)  with  functional  office  symbols.  This  initiative  made 
the  UMD  much  more  manageable.  The  entire  AFIS  community  found  this 
document  easier  to  use  in  this  configuration. 35
A fc      The    1982    Productivity    Report,    completed    on    30    September, 
ceda 
markeda  giant  step  forward  for  MO  in  terms  of  extracting  substantial 
initiatives  from  the  functional  managers  and  presenting  those  goals  in  <« 
realistic    achieveable    terms.      The    division's    attention    to    the    Fast  # 
Payback    Capital     Investment    Program    (FASCAP)     also    enabled    AFIS    to  •» 
realize  a  400  percent  increase  in  proposals  forwarded  to  Air  Force  for  o* 
approval  {i.e.  four  proposals  in  1982  versus  one  proposal  in  1981). 36  oj 
_^_  to 
4Kk     Another   significant   first   forMOwa^^articiDatlonj^the  ^ 
[Sinspector  General  t04|  v 
^^^——^ ^ __  fro™  26-31   July.^Tna^ven^fiarKeo  anotner  step  £ 
ForwardinMO^^effort  to  achieve  total   involvement  in  the  management         ^ 
of    the   command's    resources.       The    visit    afforded   OL-F    personnel    an 
opportunity     to    get     to     knov,     and    confront    directly,     the    office 
responsible  for  answering  their  manpower  requirements.     Similarity,   it      o 
permitted    MO    to    gain    insight    into    the    physical,     and    operational 
situation  which  defined  that  0L.37 
|M  MaJ°r  Follrod  also  travelled  with  the  AFIS/IG  team  to  visit 
the  European  Special  Activities  Area  (ESAA)  from  30  October  to  7 
November.  In  addition  to  reinforcing  the  value  of  MO  representation 
on  the  IG  team,  ground  work  was  laid  for  a  manpower  study  of  ESAA  in* 
the  summer/fall  of  1983,  and  valuable  insight  was  gained  which  enabled 
MO  to  accurately  respond  to  pressing  manpower  adjustment  needs  within 
ESAA. 38 
^^  Manpower  and  Organization  experienced  another  first  in 
OctoSer"  with  its  participation  in  Exercise  Proud  Saber.  The 
division's  efforts  to  convert  its  CMDS  IMA  files  to  active  duty  in 
reaction  to  this  Air  Force  wide  exercise  was  a  valuable  learning 
experience.  Several  interface  problems  with  the  computer  programs 
were  identified  and  presented  to  Air  Force  for  resolution.  The 
relatively  small  size  of  MO  allowed  them  to  manually  work  around  the 
reserve  to  active  exchange  problem.  It  was  unlikely,  however,  that 
such  patch  work  fixes  would  meet  the  requirements  for  future 
exercises.  The  criteria  for  timeliness  had  to  be  maintained.39 
Special  Problems 
^^  The  Management  Engineering  Program  (MEP)  which  began  in  AFIS 
in  1981  had  not  achieved  program  objectives.  It  became  apparent  that 
such  a  program,  conducted  under  the  auspices  of  APR  25-5,  Air  Force 
Management  Engineering  Program  (MEP),  could  not  thrive  in  AFIS  without 
significant  reshaping  of  M0*s  approach.  Alternatives  to  the  formal 
Air  Force  MEP  program  were  explored  --  alternatives  which  would  afford 
the  command  the  benefit  of  AFR  25-5  methodology  without  its  rigidly 
structured  recording,  reporting  and  approval  procedures.  Coupled  with 
the  policy  and  overhead  nature  of  the  command's  functions,  AFR  25-5 
procedures  tended  to  eliminate  the  functional  flexibility  necessary  to 
respond  to  the  commands  growth  and  dynamic  changes  in  mission  emphasis 
and  or  requirements.^
fl^  Studies  began  in  1932  should  provide  sufficient  experience 
and  lessons  learned  to  determine  the  future  of  the  command  MEP 
program.  Major  Follrod  sought  to  draw  upon  the  technical  aspects  of 
the  Air  Force  MEP  process  while  reducing  the  formal  documentation  and 
dispensing  with  external  review  and  staffing  requirements.  With  those 
refinements,  he  expected  to  make  continuing  progress  toward  a  command 
program  which  would  provide  functional  managers  with  sound,  objective 
management  tools  to  identify  their  manpower  needs  and  to  redistribute 
their  resources  as  missions  changed. 41 
PERSONNEL 
Mission  and  Resources 
__  The  Directorate  of  Personnel  (AFIS/DP)  provided  the 
Commander  of  AFIS  with  assistance  and  recommendations  on  all  matters 
that  pertained  to  AF/IN-AFIS  military  and  civilian  personnel 
acquisition  and  assignment,  career  development  and  training,  career 
management,  and  liaison  between  worldwide  intelligence  activities  and 
the  Air  Force  Manpower  and  Personnel  Center  and  Palace  Sentinel.  It 
also  monitored  USAF  intelligence  community  personnel  resources  and 
programs. 42 
      The   directorate   significantly   changed   its   prior 
organizational  structure  containing  two  major  subdivisions  —  the 
Civilian  Personnel  Division  (AFIS/DPC)  and  the  Military  Personnel 
Resources  Division  (AFIS/DPR),  with  the  addition  of  a  third  section, 
the  Training,  Education  and  Career  Development  Division  (AFIS/DPT)  on 
12  July.  As  of  31  December,  AFIS/D?  was  authorized  a  total  of  13 
positions  (eight  military  and  five  civilians)  with  14  assigned  (nine 
military  and  five  civilians).  The  one  additional  military  member  was 
projected  to  remein  an  overage  until  the  establishment  of  a  new 
Language  and  Area  Studies  Branch  (AFIS/DPTL)  in  1983.  The  military 
person  listed  as  an  overage  was  scheduled  for  terminal  leave  (pending 
retirement)  in  August  1983.*  Table  1-i  provides  a  summary  of  the  DP 
budget  as  of  31  December. 43 
__  The  Civilian  Personnel  Division  (AFIS/DPC)  provided  complete 
competitive  and  excepted  civilian  personnel  support  to  managers  and 
to  operating  Civilian  Personnel  Offices  (CPOs).  The  division 
developed  policy  and  directives  internal  to  AFIS  that  pertained  to 
civilian  personnel  management;  acted  as  the  central  point  of  contact 
with  managers  and  CPOs  on  all  personnel  actions  and  programs; 
administered  the  civilian  awards,  and  decorations  programs;  evaluated 
personnel  management  requests  that  affected  staffinq  actions  against 
manpower  authorizations;  maintained  a  civilian  personnel  data  base; 
administered  the  functional  area  of  the  Civilian  Intelligence  Career 
Development  Program  (ICDP);  provided  assistance  to  the  functional 
managers  at  all  levels  on  all  aspects  of  the  ICDP  Air  Force  wide; 
received  policy  guidance  from  Headquarters  USAF  and  the  Assistant 
Secretary  of  Defense  (Manpower,  Reserve  Affairs,  and  Installations); 
*   Appendix  III  contains  a  complete  summary  of  authorized  and 
assigned  strength  for  APIS.
advised  management  at  all  levels  on  a  variety  of  civilian  personnel 
problems,  including  matters  such  as  supergrade  actions,  consultant 
appointments,  high-grade  ceiling  control,  and  other  position  actions; 
controlled  supervisory  and  high-grade  civilian  positions;  and  managed 
the  internal  civilian  career  development  program. 44 
TABLE  1-1 
AF IS/OP  BUDGET  STATUS 
MFP 
CATEGORY 
ANNUAL  TARGETS 
Travel 
$5,000 
Equip  Rent 
$7,000 
Equip  Maint 
$4,700 
Contr  Svcs 
$1,000 
Non-stock  supplies 
$13,000 
Non-stock  equipment 
$  3,000 
TOTAL: 
533,700 
Travel 
$35,500 
Education 
$  9,000 
TOTAL: 
$44,500 
Civ  move  allowance 
S     .000 
Travel 
S10$000 
TOTAL : 
$10,000 
Civ  move  allowance 
S  1,200- 
PCS  Civ 
$10,000 
Transportation 
532,800 
TOTAL : 
$44  000 
    The  Training,  Education  And  Career  Development  Division 
(AFIS/DPT)  provided  complete  service  to  all  military  and  civilian 
personnel  in  the  Metropolitan  Area,  as  well  as  the  C0NUS  AFIS 
Operating  Locations.  AFIS/DPT  scheduled  all  training  of  AF/IN-AFIS 
military  and  civilian  personnel;*  insured  mandatory  courses  identified 
on  civilian  ICDPs  were  completed  along  with  desirable  courses  as  funds 
permitted;  insured  each  civilian  in  ICDP  had  a  five  year  ICDP  plan  and 
completed  the  required  training;  insured  civilians  completed  their 
Individual  Development  Plan  (IDP),  if  funds  permitted;  used  the 
Pipeline  Management  System  (PMS),  to  properly  manage  Command  training 
requirements,  validations;  allocations,  sub-allocations;  budgeted  for, 
and  obtained  additional  funding  if  necessary,  for  fiscal  year  training 
needs  of  AF/IN  civilians,  AFIS  military,  and  AFIS  civilians  -  each 
*  This  included  all  residence  and  correspondence  courses,  as 
well  as  arranging  for  instructors  to  come  TOY  to  the  area  if  it  saved 
Air  Force  travel  funds.  It  also  included  scheduling  all  professional 
training,  as  well  as  Professional  Military  Education  (PME),  such  as 
Squadron  Officer  School  (SOS),  NC0  Academy  (NC0A),  NCO  Leadership 
School  (NCOLS),  Executive/Mi rj-Level  Development,  etc.
having  its  owr.  budget;  worked  closely  with  the  Consolidated  Base 
Personnel  Office  (CBPO)  and  Central  Civilian  Personnel  Office  (CCPO)  to 
insure  orders  were  cut  and  allocations  made;  worked  closely  with  the 
Office  of  Civilian  Personnel  Operations  (OCPO)  concerning  civilian 
training  and  with  AFIS  Comptroller  concerning  military  traininq- 
monitored  training  opportunities,  advertised  them,  and  obtained 
quotas,  as  needed;  worked  special  training  programs;  insured  training 
facilities,  supplies,  equipment,  etc.  were  provided  for  instructors 
TOY  to  this  area;  worked  with  AFSAC  in  sub-allocating  AFSAC  controlled 
quotas  (i.e.  Military  Operations  Training  Course,  Military  Operations 
seminar)  Air  Force  wide;  monitored  and  funded  special  MAOCOM  quotas 
for  203X0s,  208X0s;  expanded  AF/IN-AFIS  participation  in  the  Non- 
Resident  Foreign  Language  Training  Program;  conducted  annual  screening 
and  validation  of  AF/IN-AFIS  training  requirements;  completed  Air 
Force  wide  five  year  ICOP  training  requirements  for  DIA;  managed  the 
AFIS  Suggestion  Program:  and  budgeted  for  directorate  expenses  and 
AFIS  civilian  PCS  moves/5 
/  rUP  T°9ether  with  the  Air  Force  Manpower  Personnel  Center 
(AFMPCJ,  the  Military  Personnel  Resources  Division  (AFIS/DPR) 
identified  and  recommended  qualified  military  personnel  (lieutenant 
colonel  and  below  -  including  noncommissioned  officers)  for  assignment 
to  Air  Force  Intelligence  activities,  including  all  worldwide  Human 
Intelligence  (HUMINT)  collection  organizations;  monitored  all  AF/IN, 
AFIS  and  AFSAC  military  personnel  assignment  actions  (lieutenant 
colonels  and  below  -  including  noncommissioned  officers),  such  as 
utilization,  reassignment,  and  upgrades;  established  and  implemented, 
as  directed  by  AP/IN,  command  policies  on  all  Air  Force  Intelligence 
activity  military  personnel  assignments  or  reassignments;  coordinated 
all  personnel  actions  for  the  Assistant  Chief  of  Staff,  Intelligence 
which  involved  colonel  assignment  actions  for  AF/IN  and  Air  Force 
Intelligence  Service  activities;  administered  the  military  awards  and 
decorations  programs,  officer  effectiveness  reports,  and  airmen 
performance  reports;  represented  the  Director  of  Personnel  in  all 
personnel  subsystem  activities  that  formulated  computer  output 
products  for  staffing  requirement  information;  managed  the  Air  Staff 
Training  program  (ASTRA)  for  intelligence;  assisted  in  staff  planning, 
preparing  advance  analysis  of  personnel  capability,  and  introduced 
personnel  information  and  requirements  as  planning  factors;  and 
reviewed  AFR  11-4  agreements  and  formulated  the  AFIS/DP  position  for 
all  joint  tenancy  matters/5 
Civilian  Personnel 
During  1982,  a  revision  was  ma'>  to  the  Training  Compendium, 
DOD  1430-10M3-TNG,  dated  August  1982,  revising  the  Training  Compendium 
dated  November  1979.  The  publication  contained  over  400  course 
entries.  The  document  was  important  to  the  careerist  and  the 
supervisor  as  a  desk  reference  for  career  development  planning.4? 
IP  In  February,  a  change  was  issued  to  Section  VII,  Appendix  A 
(Page  A-1S)  of  the  DISCAS  Procedural  Manual  (DOD  1430. 10M  Annex  3: 
General  Intelligence).  This  provided  consistency  in  reaisterino  the 
varied  adjectivsl  ratings  developed  by  each  component.  "  In  order  to 
get  the  five-point  valje  of  the  former  "Outstanding  Performance
Award",  each  careerist  would  qet  that  credit  for  the  highest  rating 
available  in  the  Component's  official  rating  system  (i.e.,  Air  Force: 
Superior;  Army:  Exceptional;  DIA:  Outstanding;  FRD:  Outstanding; 
Navy:  Merit  Pay:  Substantially  Exceed  all  Objectives;  Non-Merit  Pay: 
Outstanding).  Only  those  performance  ratings  which  had  been 
completely  certified  were  to  be  listed. 43 
M  Wk  The  Intelligence  Career  Development  Program  (ICOP)  Planning 
Group  concurred  with  an  automated  OD  Form  1932S,  Narrative  Supplement. 
The  major  change,  other  than  automation,  was  that  instead  of  six  small 
entries  for  description  of  work,  there  would  be  four  more  extensive 
entries.  In  the  validation  and  update  process,  the  careerist  could 
expand  the  experience.  When  a  careerist  changed  jobs,  was  promoted, 
etc.,  the  only  requirement  was  to  input  the  information  for  the  new 
position  --  reaccomplishing  the  entire  form  was  no  longer  required. 
The.  new  automated  form  should  result  in  a  more  current  and  accurate 
data  base  of  a  careerist's  experience. ^ 
Air  Force  ICDP  registration  data  as  of  11  November  was  810 
registered,  but  only  608  with  current  registration  (68  percent). 
Table  1-2  provides  a  summary  of  AF/IN-AFIS  ICDP  trainee  billet  status 
as  of  31  December. 50 
TABLE  1- 2 
ICDP 
TRAINING STATUS 
FULL 
JOURNEYMAN 
TRAINEE 
PROFESSIONAL 
LEVEL 
STATUS 
VACANT 
TOTALS 
AF/INER 
AF/INEG 
- 
- 
AF/INES 
- 
- 
- 
AFIS/INCF 
- 
- 
- 
AFIS/INOI 
- 
AFIS/INT 
- 
- 
- 
AFIS/INOZB 
(INEG) 
- 
- 
- 
AFIS/INOZB 
(INER) 
- 
- 
- 
AFIS/INOZB 
(INES) 
- 
- 
- 
AFSAC/Det  21 
t 
- 
AFSAC/Det  22 
— 
— 
— 
TOTALS 
Review  of  a  proposal  to  establish  a  civilian  PALACE  team 
with  the  OCPO,  Randoloh  AFB,  Texas,  to  handle  all  Air  Force  civilian 
intelliaence  reaui rements  was  disapproved  by  the  Assistant  Chief  of 
Staff,  "intelligence  f ACS/I)  on  23  December.  The  disapproval  stated 
Air  Force  Intelligence  must  comply  with  the  DOD  Intelligence  Career 
Development  Program  flf.DP   "tw  nnn  nirprtive  5010.10  derived  from
Title  5,  Section  213.3106.  The  PALACE  proposal  overlapped  ICDP 
requirements  in  many  areas,  presented  a  duplication  of  effort  by  the 
employees  and  their  supervisors,  and  limited  management  flexibility 
uhirh    uiac    noroccarv    in    thi<;    arpfl    51 
which  was  necessary  in  this  area. 
^^^  Two  new  training  courses  were  introduced  during  the  year. 
This^ncluded  the  Advanced  Scientific  and  Technical  Intelligence 
Analyst  Course  (ASTIAC)  and  the  D00  Strategic  Debriefing  and 
Interrogation  Course  (DSDIC).  The  Defense  Intelligence  School  (DIS) 
began  developing  a  training  course  (ASTIAC)  to  follow  the  entry-level 
Scientific  and  Technical  Intelligence  Analyst  Introductory  Course 
{STIAIC).  This  new  course  was  needed  to  meet  training  requirements  of 
the  mid-career  analysts  in  S&T  Intelligence.  It  was  expected  to  be  a 
one-week  course  which  would  be  taken  two  to  three  years  after 
completing  the  STIAIC.  It  was  envisioned  that  the  course  would  be 
sufficiently  developed  to  be  offered  as  a  pilot  course  in  the  fall  of 
1983. 52 
^^  The  U.S.  Army  Intelligence  Center  and  School  (USAICS),  Fort 
HuachucT,  Arizona,  began  developing  the  DSDIC  to  improve  the 
capabilities  of  personnel  involved  in  the  acquisition  and  exploitation 
of  strategic  intelligence  from  foreign  and  domestic  sources  and 
associated  documents.  Personnel  from  all  services  would  attend  the 
course  and  it  would  serve  as  advanced  level  training  for  DOD-wide 
strategic  debrief  ino.  military  and  civilian  officials.  The  first 
iteration  was  scheduled  for  early  FY  84  with  a  course  length  of  five 
weeks  and  four  days.5^ 
^^  Congress  repealed  the  ceiling  on  high  grade  positions  (GS-13 
and  above)  which  had  been  in  effect  since  1978.   Air  Force  strongly 
pursued  this  legislative  relief  on  the  premise  that  it  could  more 
effectively  manage  high  grade  resources  through  prudent  position 
management  principles.   Air  Force  developed  a  ratio  system  which  was 
used  as  the  normative  standard  for  the  control  of  high  grades.   Each 
MAJCOM,  SOA  and  Direct  Reporting  Unit  (DRU)  was  given  a  ratio  of  high 
grade  positions  to  overall  strength  which  had  to  be  maintained.   The 
ratios  were  developed  by  using  the  historical  data  for  the  past  four 
years  with  aporopri ate  adjustments  to  reflect  new  target  goals 
developed  by  DOD.   The  system  should  provide  the  maximum  flexibility 
within  the  constraints  under  which  DPC  had  to  operate.  Periodically, 
the  ratios  would  need  to  be  adjusted  to  compensate  for  functional 
realignments  or  when  otherwise  justified.    The  overall  strength 
included  GS,  GM,  SES,  and  ST  positions.   On  26  April,  Headquarters 
USAF  assigned  AFIS  a  20.16  percent  high  grade  ratio  to  overall 
strength.  Air  Force  indicated  AF/IN  strength  remained  at  14,  based  on 
usage  history.  Subsequent  negotiation  by  AF/IN  increased  this  figure 
to  16.*    54 
,^^  Executive  Order  12338,  dated  11  January  1982,  removed  AF/IN 
from  the  provisions  of  the  Federal  Labor-Management  Relations  Program, 
Chapter  71,  Title  5,  of  the  U.S.  Code.  This  meant  that  AF/IN  and  AFIS 
employees  were  no  longer  in  a  bargaining  unit  and  could  not  be 
represented      by      any    'labor      union.  Their      civilian      personnel 
*      Reduction-in-Fnrrp    fRTH    v?.*.    nnt.    admini  stprpri   tluri  nq   1982   for 
AF/IN  or  AFIS.
administration  and  management  were  now  qoverned  solely  by  AFRs  in  the 
40  series  and  directives  of  hiaher  authority. 55 
fttk  The  Union  Contract  no  longer  applied  to  AF/IN  General 
Manage  (GM)  previously  identified  under  the  new  Merit  Pay  System  in 
1931.  These  employees  were  converted  from  General  Schedule  (GS)  to  GM 
effective  21  March.  Wi thin-Grade  Increases  and  Quality  Salary 
Increases  which  were  effective  on  or  before  21  March  were  granted. 
The  Job  Performance  Appraisal  System  (JPAS)  was  converted  to  the 
General  Manager  Appraisal  System  (GMAS)  for  these  individuals.  A 
total  of  13  General  Managers  were  identified  for  AF/IN  and  16  for 
AFIS.30 
    On  1  July,  Civilian  Potential  Appraisal  System  (CPAS) 
ratings  replaced  the  Supervisory  Appraisal  of  Employees  Current 
Performance  which  had  been  used  for  the  last  several  years.  The  new 
system  rated  current  performance  as  a  measure  of  a  careerist's  ability 
to  compete  for  actions  requiring  promotion,  reassignment,  change  to 
lower  grade,  selection  for  training,  and  other  actions  which  the 
Civilian  Personnel  Office  determined  to  warrant  competitive 
procedures. b/ 
    In  roany  cases,  CPAS  ratings  determined  whether  an  employee 
would  be  referred  for  placement  in  a  job.  CPAS  ratinqs  were  used  to 
break  ties  among  candidates  with  similar  experience  on  promotion 
certificates  when  these  ties  existed.  Once  a  year,  an  emoloyee's 
first  level  supervisor  rated  an  employee's  current  work  behavior  using 
the  AF  Form  1297.  The  form  consists  of  19  behavioral  dimensions 
(rating  elements).  The  CPAS  rating  scale  ranged  from  one  to  nine. 
Employees  could  receive  a  wide  range  of  ratings  showing  their 
particular  strengths  and  weaknesses,  but  most  ratinas  should  be  in  the 
central  range  (four  to  six). 58 
    Tne  CPAS  used  several  specific  formulas  which  were  applied 
to  the  ratings.  The  formulas  were  developed  after  studying  the 
characteristics  of  groups  of  Air  Force  civilian  positons.  Families  of 
jobs  were  identified  which  possessed  similar  characteristics  and  job 
requirements.  Weights,  or  the  importance  of  specific  job 
requirements,  were  assigned  to  each  behavioral  dimension  for  these  job 
families.  These  weights  varied  for  each  job  family,  and  would, 
therefore,  be  applied  differently  to  each  behavioral  dimension  in 
order  to  convert  the  rating.  The  formula  for  the  job  family  of  the 
position  to  be  filled  converted  the  ratings  given  to  each  behavioral 
dimension  and  the  rating  the  employee  received  on  that  dimension. 59 
   The  key  difference  between  CPAS  and  JPAS/GMAS  was:  (1)  CPAS 
reflected  an  employee's  current  observable  work  behavior  --  the  CPAS 
rating  would  be  converted  to  a  measure  of  an  employee's  potential  to 
perform  in  other  positions;  (2)  JPAS/GMAS  rated  an  employees 
performance  against  written  job  performance  elements  and  standards 
(goals  and  objectives)  over  a  specified  appraisal  period.60
Training,  Education,  ano  career  Development  Division 
abnsh 
The  Training,  Education  and  Career  Development  Division  was 
established  by  Colonel  Ronald  Skorepa,  Director  of  Personnel,  on  12 
Jul>,  by  taking  resources  from  within  AFIS/DP  and  realigning  them  to 
create  AFIS/DPT.  The  primary  mission  of  DPT  was  to  ensure  that  AF/IN- 
AFIS  people  were  properly  trained  to  meet  mission  requirements.  The 
training  program  within  AF/1N-AFIS  continued  to  receive  special 
emphasis  throughout  the  year.  It  grew  to  the  point  where  a  separate 
division  was  created  to  properly  handle  all  training  needs.  Tables  1- 
3  and  1-4  shows  the  growth  of  AFIS  training.61  * 
TABLE  1-3 
AFIS  TRAINING  SUMMARY 
MILITARY 
CIVILIAN 
FY80  FY81  FY82  FY83  FY84   FY80   FY81   FY82   FY83 
Funds(SOOO)  7.0  24.0   33.0  44.5  51.0   Unk    5.0 
Quotas      Unk    70    154   260   230   Unk    62 
14.0   15.5 
65    75 
Squadron  Officer 
School  (SOS) 
NC0  Academy  (NC0A) 
NCO  Leadership 
School  (NCOLS) 
TABLE  1- 
-4 
PME  TRAINING STATUS 
FY  80     FY  81 
FY  82 
FY  83 
FY  84 
3        3 
Unk 
3        3 
     AFIS/DPT  picked  up  responsibility  for  the  Non-Resident 
Foreign  Language  Training  Program  in  1982.  A  physical  transfer  of  the 
tapes  and  texts  inventory  was  completed  late  in  the  year.  Development 
of  the  program  was  scheduled  to  take  place  in  1983,  after  the  Annual 
Program  Review  (APR)  in  February.  Projected  plans  included  expanding 
the  library  to  include  desired  language  coverage,  as  well  as  expanding 
Air  Force  wide  implementation  of  this  program. 62 
FY33  and  84  statistics  were  projections.
^^  The  training  program  problem,  identified  in  1981,  was 
resolved  by  establishing  the  AFIS/DPT  division.  A  civilian  was  hired 
in  November  to  handle  all  civilian  training  AF/IN-AFIS  wide  as  well  as 
to  monitor  the  Air  Force  Intelligence  Career  .Development  Program 
(ICDP).  The  individual  was  scheduled  to  attend  training  on  the 
Pipeline  Management  Systems  at  Randolph  AFB  in  1983. 63 
■P  In  June,  AF IS/DP  forwarded  a  Feasibility  Study  of  Establish- 
ing airaining,  Education,  and  Career  Devilopment  (TEC)  Division  (AFlS/ 
DPT).  This  document  was  the  basis  for  establishing  AFIS/DPT;  however, 
only  part  of  it  was  implemented.  Only  the  Formal  Training  Branch  was 
established  in  July.  The  study  also  concentrated  on  establishing  a 
Linguistic  and  Area  Studies  Branch  (AFIS/DPTL).  This  branch  was  to 
serve  as  the  single  Air  Force  contact  point  for  implementing  a  central 
DPR  for  foreign  language  programs,  would  work  closely  with  Defense 
Language  Institute's  Foreign  Language  Center  (DLIFLC),  be  the  OPR  for 
all  advanced  Academic  Degree  Programs  required  by  AF/IN-AFIS,  manage 
the  Area  Specialist  Program,  develop  a  mid-career  intelligence  officer 
career  course,  etc.  AF/INY  had  a  counter-proposal.  Both  were  still 
under  study  at  the  end  of  1982. 64 
    In  addition,  the  study  proposed  establishing  a  Reserve 
Training  Branch  (AFIS/DPTR)  to  consolidate  training  functions  into  one 
division  within  AFIS;  submit  requirements  through  the  Pipeline 
Management  System;  permit  better  use  of  training  quotas/opportunities 
for  both  active  duty  and  Reservists;  consolidate  training  funds  into 
one  "pot",  become  a  member  of  the  Air  Force  Intelligence  Reserve 
Advisory  Group  (AFIRAG);  conduct  AFIS/RE  training  to  include  formal 
training,  OJT,  PM£,  Aerobics;  etc.  After  discussion  with  AFIS/RE,  the 
proposed  AFIS/DPTR  branch  concept  was  cancelled  due  to  the  uniqueness 
of  Reserve  actions  (i.e.  ARPC  controlled  funds  and  quotas  for  Reserve 
training;  could  not  send  a  reservist  in  an  active  duty  quota  and  vice 
versa;  etc.)6^ 
Military  Personnel  Resources 
     As  a  result  of  the  major  directorate  reorganization 
instituted  by  Colonel  Skorepa  on  12  July,  the  Military  Personnel 
Resources  Division  (AFIS/DPR)  lost  one  officer  and  two  enlisted 
billets  from  its  authorized  structure  to  form  the  Training,  Education 
and  Career  Development  Division.  One  Air  Force  Specialty  Code  (AFSC) 
7024  Captain  billet,  with  Major  Stephen  Broyles  as  the  incumbent, 
became  the  AFIS/DPT  division  chief,  while  one  AFSC  73270  Technical 
Sergeant  and  one  AFSC  73250  Staff  Sergeant  authorization  were  moved 
from  AFIS/DPR  to  form  the  core  working  element  of  the  new  training 
division. "6 
^^am  AFIS/DPR  continued  to  experience  major  problems  with  manning 
certain  specific  Air  Force  Specialty  Codes  (AFSCs)  in  the  Intelligence 
(80XX)  career  field.  Manning  of  the  802X  HUMINT  career  field  in  Air 
Force  Special  Activities  Center  (AFSAC)  units  remained  well  below  the 
Air  Force  manning  standard  for  operational  units,  with  an  overall  71 
percent  figure.  Another  problem  area  was  the  8044  imagery 
interpretation  manning  within  AFIS;  AF IS/DP  was  unable  to  gain
sufficient  8044  resources  from  Headquarters  AFMPC/MPCR0S4E,  Palace 
Sentinel,  to  fill  the  increase  in  8044  billets  authorized  for  fiscal 
year  1982.  Consequently  the  overall  AFIS  manning  figures  suffered  a 
significant  decrement,  never  attaining  greater  than  an  86  percent 
figure  for  any  month  in  1982.  This  figure  fell  significantly  short  of 
the  overall  goal  of  95  percent  manning  for  AFIS. 67 
flp  Air  Staff  officer  manning  in  80XX  stood  at  97  percent  by  the 
end  of  1982;  AFIS  manning  was  85  percent  and  AFSAC  manning  was  71 
percent.  Non-80XX  officer  manning  was  97  percent  for  the  Air  Staff, 
102  percent  for  AFIS,  and  100  percent  for  AFSAC.  Contributing  to  the 
low  AFSAC  80XX  manning  figures  was  the  addition  of  ten  bi lists  to  the 
AFSAC  manning  document  during  fiscal  year  (FY)  1983,  beginning  1 
October  1982.  This  AFSAC  manning  problem  was  projected  to  continue 
well  into  the  future  as  the  HUMINT  infrastructure  expanded  worldwide 
in  FY  84  and  beyond. 68 
     Competing  manning  priorities  also  created  significant 
manning  problems  for  AFIS/DPR  in  1982.  Verbal  and  written  manning 
priorities  directed  by  the  Assistant  Chief  of  Staff,  Intelligence 
(ACS/I),  caused  manning  shortfalls  in  other  AFIS  Directorates  when  the 
overall  AFIS  manning  was  less  than  100  percent.  Specifically, 
AFIS/INOZC,  the  Intelligence  Watch  Facility,  and  AFIS/INC,  the  Soviet 
Awareness  Team,  had  priority  one  fill  requirements.  Additionally, 
AFIS/AFSAC  overseas  units  had  a  priority  one  fill.  Consequently, 
manning  shortfalls  created  by  projected  departures,  particularly 
within  AFIS/INC,  caused  AFIS/DPR  to  draft  Soviet  Awareness  Team 
members  from  within  available  AFIS  personnel  resources  in  November  to 
insure  the  continuity  and  viability  of  the  Soviet  Awareness  Team. 
This  action,  involving  two  Captains  assigned  to  AFIS/IN0ZB,  caused 
particular  concern  within  AF/INE,  the  Directorate  of  Estimates, 
because  they  were  asked  to  give  up  two  officers  in  exchange  for  one. 
Such  manning  problems  were  expected  to  continue  into  the  future. 69 
Airman  assignments  within  AF/IN-AFIS  staff  elements  achieved 
an  all  time  record  high  for  on-board  enlisted  strength  in  1982.  AF/IN 
elements  were  manned  at  an  average  of  100  percent  with  AFIS  averaging 
94.4  percent.  Additionally,  AFSAC  was  manned  at  an  average  of  98.5 
percent.  Such  manning  levels  were  significantly  better  than 
MAJCOM/SOA  manning  standards  of  85-90  percent.  Colonel  Skorepa 
believed  that  AFIS  and  AFSAC  manning  could  be  higher,  but  new 
authorizations  were  added  to  manning  documents  with  immediate  fill 
action  required.  Generally,  AFIS/DP  could  not  program  a  fill  in  less 
than  six  months.  Consequently,  the  overall  enlisted  manning  figures 
suffered  somewhat  from  the  continually  changing  nature  of  the  AFIS 
organization.  Nevertheless,  the  significantly  high  manning  percentage 
for  AF/IN-AFIS  enlisted  billets  was  a  tribute  to  the  outstanding 
efforts  of  the  personnel  serving  in  the  Airman  Assignments  Branch, 
AFIS/DPRA.70 
  __   A  major  initiative  was  started  in  February  to  investigate 
alternatives  to  the  1100th  Air  Base  Wing  (ABW)  as  the  servicing 
Consolidated  Base  Personnel  Office  (CBPO)  for  all  AFIS  elements.
AF1S/DP  had  received  an  unusually  high  number  of  complaints  about 
inadequate  servicing  by  the  1100th  ABW/CBPO  at  Boiling  AFB,  D.C.  from 
the  time  of  the  HUMINT  amalgamation  in  October  1981.  In  general,  the 
problems  involved  the  servicing  of  AFSAC  overseas  units,  particularly 
those  in  the  European  theater.  8ased  upon  an  ever  increasing  list  of 
complaints,  Lieutenant  Colonel  Michael  Turoff,  the  Director  of 
Personnel  in  February,  initiated  a  study  to  pursue  alternate  means  for 
servicing  AFIS  personnel.  On  11  March,  AF IS/OP  sent  a  package  to 
General  Bissell  recommending  a  change  of  CBPOs  from  the  1100  ABW  to 
the  Headquarters  Office  of  Special  Investigation  (OSI)  CBPO,  also  at 
Boiling  AFB.  General  Bissell  did  not  accept  the  AFIS/OP 
recommendation  and  returned  the  package  for  further  staffing.  AFIS/DP 
resubmitted  the  CBPO  change  package  again  on  11  June,  recommending  the 
servicing  CBPO  for  all  AFIS  personnel  be  combined  with  the  AF/IN 
servicing  CBPO,  the  1947th  Administrative  Support  Group  (ASG).in  the 
Pentagon. 71 
■B  A  significant  turn  of  focus  on  this  issue  occurred  in  July 
with  the  European  trip  of  General  Bissell.  AFIS/OP  prepared  a  point 
paper  for  General  Bissell' s  trip,  pointing  out  the  status  of  the 
project  as  of  8  July.  AFIS/OP  resubmitted  a  package  for  staff  action 
on  13  August,  recommending  Washington  area  personnel  be  serviced  by 
the  1947th  ASG  in  the  Pentagon,  and  the  decentralization  of  service  to 
the  nearest  CBPO  for  geographically  separated  units  (GSUs).  General 
Bissell  concurred  in  the  AFIS/OP  proposal  on  29  September  and  agreed 
to  decentralize  the  CBPO  support  for  GSUs.72 
%  m  Headquarters  Air  Force  Manpower  and  Personnel  Center  (HQ 
AFMPC/MPCY)  agreed  to  General  Bisse^'s  29  September  requests  on  21 
October.  AFIS/DP  requested  AFMPC  make  some  minor  changes  to  their 
proposed  Personnel  Accounting  System  (PAS)  code  listing  on  27  October. 
Headquarters  AFMPC/MPCYCE  agreed  on  10  November.  AFIS/OP  informed  the 
AF/IN-AFIS  staff  of  the  change  in  CBPO  servicing  policy  for  AFSAC 
units  on  21  December.  This  request  was  being  staffed  at  the  end  of 
1982.  AFIS/DP  informed  all  subordinate  AFSAC  overseas  elements  and 
proposed  servicing  CBPOs  of  the  finalization  of  CBPO  decentralization 
by  message  on  27  Oecember.  The  change  of  CBPO  servicing  was  scheduled 
to  take  place  on  20  January  1983. 73 
MONETARY  RESOURCES 
Comptroller  Division 
    The  Comptroller  Division  (AFIS/AC)  continued  to  direct  the 
financial  management  system.  This  was  accomplished  by  providing 
budgetary  and  fiscal  management;  providing  advisory  and  analytic 
services  to  the  commander,  staff  and  directorates  on  policies  and 
procedures  that  pertained  to  resource  management;  and  establishing 
information  and  financial  control  systems  to  assure  efficient  and 
timely  management  of  resources.74 
In  accomplishing  these  requirements,  the  division  maintained 
close  liaison  with  the  Air  Staff  at  the  Pentagon  on  matters  that
related  to  budget,  accounting,  and  management  for  AFIS;  coordinated 
audit  actions  in  response  to  the  General  Accounting  Office  and  United 
States  Air  Force  (USAF)  Audit  Agency  (AFAA);  established  procedures  to 
assure  continuity  of  controller  services  under  general  or  limited  war 
or  other  emergency  conditions;  updated  the  Resource  Management  System 
(RMS)  training  program  according  to  Department  of  Defense  (DOD)  and 
Headquarters  USAF  directives;  maintained  an  information  requirements 
management  control  system;  analyzed  cost  and  economics  on  new  command 
programs  and  projects  to  support  alternative  resource  allocation 
decisions;  provided  continuing  program  analyses  to  identify  critical 
programs  and  evaluated  resource  management  results;  provided 
performance  measurement  tools  to  evaluate  fiscal  trends  for  management 
decision  consideration;  accomplished  Special  Studies  for  the  commander 
and  staff  to  promote  increased  organizational  efficiencies;  maintained 
a  Kanagement  Information  System  (MIS)  to  support  executive  planning 
and  decision  making;  and  assured  an  accounting  structure  consistent 
with  command  management  and  reporting  requirements  by  monitoring  and 
reviewing  financial  reports.^ 
^^  Other  responsibilities  included  preparing  budget  submissions 
and  performing  liaison  with  USAF  Comptroller  and  other  Air  Staff 
elements  on  command  fiscal  requirements  including  Operations  and 
Maintenance  (O&M),  Intel liaence  Contingency  Funds  (ICF),  and  procured 
investment  (3080)  funds;  monitoring  fiscal  impact  of  host  tenant  and 
interservice  support  agreements;  making  fiscal  surveillance  of 
contractual  services  and  procurement  actions;  coordinating  manpower 
requirements  for  comptroller  functional  taskings;  formulating, 
coordinating  and  executing  AFIS  directives  relatiye  to  resource 
allocation  and  financial  management  policies  and  procedures; 
distributing  annual  budget  authorizations  and  quarterly  allocations 
according  to  the  financial  plan;  monitoring  the  budget  to  make  sure  it 
complied  with  legal  and  administrative  requirements;  interpreting 
directives,  regulations,  and  policy  guidance  that  related  to  the 
proper  fund  management  and  resource  management  efficiency;  focusing 
analytical  efforts  on  assisting  the  commander  and  staff  in  resolving 
time-sensitive  unforeseen  resource  and  multi-functional  area  problems; 
and'  managing  and  administering  all  appropriated  funds  and  expense 
authority  made  available  to  AFIS.76 
   During  1932,  one  major  organizational  change  occurred.   The 
division  reorganized  the  Management  Analysis  and  Budget  branches  into 
one  branch  —  Management  and  "Budget.  Major  Lloyd  S.  Garner  continued 
as  the  Comptroller.  The  total  manning  included  two  officers,  five 
enlisted  personnel  and  one  civilian  (GS-5).'' 
^^^  Several  actions  took  olace  during  the  year.  In  March,  Major 
Garner^submi  tted  an  article  to  the  Air  Force  Comptroller  Magazine. 
The  article  gave  a  brief  history  of  AFIS  and  the  mission  of  the 
Comptroller  function  in  a  Separate  Operating  Agency  (SOA)  at 
headquarters  level.  The  Air  Force  Audit  Agency  began  an  annual  audit 
of  Intelligence  Contingency  Funds  in  April.  There  were  three  findings 
within  the  AFSAC  account  that  required  correcting;  all  other  accounts 
received  satisfactory  ratings. 75
MJk  Both  budaet  exercises  --  the  January  Fiscal  Year  (FY)  84 
Operates  Operating  Budget  (OOB)  and  the  May  FY  83  Financial  Plan 
(FP)  __  were  accomplished  in  a  nice  timely  and  professional  manner 
since  the  basic  format  had  been  stored  on  a  word-processing  system. 
Major  Garner  stated  that  he  would  continue  to  explore  additional  ways 
to  automate  individual  Comptroller  functions  which  would  reduce  the 
use  of  manual  spread  sheets  and  records. 79 
Accounting  and  Finance 
^^  Two  personnel  actions  were  reported  during  the  year.  In 
CctoSerT  Staff  Sergeant  Sharlene  K.  Kegan  was  assigned  to  the  AFIS 
Accounting  and  Finance  Branch  from  Boiling  AFB,  O.C.  In  November, 
Senior  Master  Sergeant  Robert  L.  Grove  (Chief,  Accounting  &  Finance) 
received  notification  of  a  Permanent  Change  of  Station  (PCS) 
assignment  to  Howard  Air  Base,  Canal  Zone,  with  reporting  in  July 
1983.  Master  Sergeant  Sovine  (E-8  Selectee)  assigned  to  the  Air  Force 
Academy,  Denver,  Colorado,  was  projected  as  his  replacement  with  a 
reporting  date  in  June  1983. 80 
flfc  Sergeant  Grove  spent  most  of  January  reviewing  accounting 
records  to  determine  the  results  of  the  FY  81  close-out.  During 
February  and  March  considerable  time  was  spent  with  Boiling  AFB 
accounting  personnel  ourging  prior  fiscal  year  accounting  records. 
During  April,  all  FY  82  commitments  and  obligations  were  reviewed  to 
make  sure  all  current  year  accounts  were  properly  recorded. 
Ordinarily,  this  would  be  a  routine  action;  however,  the  situation  at 
AFIS  was  complicated  because  of  the  geographical  separation  of  AFIS 
from  the  host  accounting  off ices. 81 
^^^  As  indicated  earlier,  the  Air  Force  Audit  Agency  (AFAA) 
begarTTheir  yearly  audit  of  Intelligence  Contingency  Funds  in  April. 
The  three  findings  in  the  AFSAC  account  reauired  many  man  hours  to 
correct.  Therefore,  the  period  from  April  through  June  was  spent 
reviewing  AFIS  accounts  and  developing  new  accounting  procedures,  for 
control  of  contingency  funds.  Sergeant  Grove  believed  tnat  procedures 
developed  during  1932  would  strengthen  the  overall  accounting  controls 
for  ICF  monies  and  provide  a  smoother  year  end  c lose-out. S2 
Management  Analysis 
M  ft  In  February,  Technical  Sergeant  Ronald  E.  LaCoss,  Chief  of 
the  Management  Analysis  Branch  (A.^S/ACM),  became  responsible  for 
AFIS  Pamphlet  170-1  Resource  Management  System  (RMS)  Guide.  This 
pamphlet  was  prepared  to  give  AFIS  resource  advisors  clear  guidance  on 
using  available  resources  and  would  be  used  in  conjunction  with  semi 
annual  RMS  training  sessions.  The  guide  was  published  on  30 
September. 83 
,^^  From  1  March  to  30  September,  Sergeant  LaCoss  provided 
manniTg^support  to  the  Accounting  and  Finance  branch  until  the  arrival 
of  Staff  Sergeant  Kegan.  On  1  October  the  Budget  and  Management 
Analysis  offices  were  combined  to  provide  better  support  for  AFIS. 
Since  no  additional  people  could  be  obtained  fnr  the  AFIS/ACM
7T 
function,  this  was  determined  to  be  the  most  practical  way  to  provide 
increased  support  to  the  A- IS  staff. ^ 
tijfe  Fror.  1-30  October,  Sergeant  LaCoss  performed  a  special  study 
for  AF^  space  utilization  in  the  compound  at  Fort  Belvoir  to  ensure 
all  available  floor  space  was  effectively  used.  The  results  were 
presented  to  Colonel  Sherman  (AFIS/CV)  with  the  following 
recommendations:  (1)  relocate  the  History  Office  from  building  T-1917 
to  building  T-1920,  and  relocate  the  AFSAC  Supply  Section 
(AFSAC/LGS)  from  the  rear  of  building  T-1920  to  building  T-1919.  This 
would  provide  space  within  building  T-1917  which  was  scheduled  to  be 
used  as  an  AFSAC  Sensitive  Compartmented  Information  Facility  (SCIF) 
in  1983. 85 
f&to  As  the  Comptroller  Focal  Point  for  the  Fast  Capital  Payback 
(FASCAP)  Program  for  APIS,  Sergeant  LaCoss  assisted  functional 
managers  with  packaae  Dreparation  and  verified  all  cost  data.  During 
1982,  AFIS  submitted  four  FASCAP  proposals,  of  which  two  were  approved 
and  two  were  still  pendina  as  of  31  December.  The  first  proposal  was 
submitted  by  the  Director"  of  Soviet  Affairs  (AFIS/INC)  for  a  MICOM 
2002  word  processing  system.  This  was  purchased  with  FASCAP  funds  for 
$23,431  and  would  result  in  a  life  cycle  savings  of  $116,536  of  0S.M 
funds.  The  second  proposal  was  submitted  by  the  AFIS  Administration 
Division  (AFIS/DA)  for  an  AMTCS  4-45  off-set  printing  system.  Again, 
the  item  was  purchased  with  FASCAP  funds  for  $47,092  with  an 
anticipated  life  cycle  savings  of  $197,084.  The  two  proposals  still 
pending  at  the  end  of  the  year  included  the  purchase  of  six  word 
processors.  One  proposal  was  for  the  purchase  of  three  CPT  8000  word 
processors,  two  located  at  OL-N  in  San  Antonio  and  one  located  at  OL-F 
in  Florida.  The  second  Drooosal  involved  the  purchase  of  three  860T 
word  processors,  one  in  AFIS/AC  and  two  in  AFSAC. 8^ 
^^^  In  November,  Sergeant  LaCoss  began  a  special  study  of  AFIS 
Civi  l^n  Hiring  Practices  to  help  reduce  the  amount  of  civilian 
vacancies  in  AFIS.  This  study,  when  completed,  would  be  of 
significant  value  to  AFIS  in  both  hiring  and  budgeting  for  civilian 
employees.  In  addition,  he  reviewed  the  AFIS  lease  and  or  purchase 
study  accomplished  in  1930  and  updated  in  1981.  This  enabled  AFIS  to 
obtain  an  additional  $65,000  (for  appropriation  of  equipment  items 
over  $3,000)  by  30  September.  The  additional  funds  were  committed  to 
other  requirements  by  31  December. 87 
Budqet 
,^^  During  January,  the  FY  84  Operations  Budget  was  submitted  to 
Air  Force  and  preparations  were  made  to  attend  the  Air  Force  Operating 
Budget  Review  Committee  (0BRC)  meeting  in  February.  During  the 
meeting,  the  AFIS  operations  budget  was  successfully  defended.  In 
March,  First  Lieutenant  Terrence  M.  Frost,  Budget.  Officer,  was  sent 
for  six  weeks  temporary  duty  (TOY)  to  the  Air  Force  Intelligence 
Resource  Management  GroJo  (AF/INYR)  at  the  Pentagon  to  assist  in  the 
preparation  of  the  Air  Force  General  Defense  Intelligence  Program 
(GDIP).  Also  in  March,  Major  Garner  traveled  to  Patrick  AFB,  Florida,
to  review  the  FY  82   Advanced  Range   Instrumentation   Ship   (ARIS)   and  FY 
83  Cobra  Judy  reaui rements.^3     * 
M P  The  FY  S3  Financial  Plan  (FP)  was  due  in  May.  Ouring  this 
tine  frame,  Major  Garner  was  occupied  almost  exclusively  with  the 
audit  of  the  intelligence  contingency  funds.  Master  Sergeant  Michael 
E.  Hansen  planned  and  scheduled  mid-year  reviews  of  all  AFIS  programs 
with  individual  resource  advisors  and  program  managers.  He  was  able 
to  identify  over  $600,000  of  FY  82  O&M  monies  that  was  realigned  to 
satisfy  higher  priority  command  requirements.  While  conducting  mid- 
year reviews,  a  need  to  improve  financial  reporting  was  identified.  A 
new  system  of  management  reports  was  started  that  provided  financial 
information  to  decision  makers  on  a  more  timely  basis.  The  Operations 
and  Maintenance  (O&M)  program  grew  from  $49,700,000  in  FY  82  to 
$32,200,000  in  FY  83  as  a  result  of  additional  program 
responsibilities  witirin  three  areas  --  Intelligence  Data  Handling 
Systems  (IDHS),  the  Cobra  Judy  Project,  and  Operational  Test  and 
Evaluation     (OT&E)      programs.  The     FY     83     FP     was     submitted     to 
Headquarters    USAF    Budget    Division    on    19    May,     and    was    successfully 
defended  by  AFIS  budget  personnel   at  the  Air  Force  OBRC  in  June. 89 
,^„     In   September,    the   AFIS   Budget    Branch   directed   the  year   end 
close-out     for     FY     82.  This     exercise     involved     $50,171,000     and 
coordination  with  12  host  AFO's  worldwide.  AFIS  experienced  a  highly 
successful  close-out  with  99.9  percent  of  all  funding  productively 
used.  Table  1-5  provides  a  summary  of  the  AFIS  CY  82  O&M  program. 
Also  in  September,  sn  Imprest  Fund  was  established  for.  AFIS.  This 
fund  enabled  AFIS  personnel  to  expedite  the  purchase  of  mission 
related,   small  purchase  items. g0 
ff  P  The  branch  comoleted  the  FY  S3  distribution  and  reviewed 
individual  programs  in  October.  As  a  result  of  these  reviews,  three 
potential  problems  surfaced:  civilian  pay,  rentals,'  and 
communications.  Solutions  for  the  problems  included  a  special  study 
to  examine  delays  in  filling  vacant  civilian  positions;  closer  review 
of  all  future  rental  requirements;  and  emphasis  to  resource  advisors 
concerning  the  need  to  program  communications  requirements  into  the 
Programmed  Objectives  Memorandum  (POM)   as  early  as  possible. 91 
*       Cobra    Judy  was    a   follow-on    project    to    ARIS.      Both    projects 
involved  monitoring  Signals    Intelligence    (SIGINT),    and  were   monitored 
by    the    Air    Force  Plans    and     Systems     Directorate     (AF/INY)     at    the 
Pentagon.
if.-      •.  «      ...  -_ii'-'"      -''■    *■-' 
t-  - 
t-. 
MATERIEL 
The  APIS  Logistics  Division  (AFIS/L6)  provided  logistics 
support"  to  all  AFIS  elements  in  the  areas  of  facilities,  supply, 
transportation,  vehicle  support,  host-tenant  support  agreements, 
memorandums  of  understanding  and  all  facets  of  logistics  planning  and 
policy  guidance. '2 
lonr- 
matt 
^^  It  served  as  the  APIS  Office  of  Primary  Responsibility  (OPR) 
for  matters  that  pertained  to  planning,  developing,  formulating, 
presenting  and  substantiating  logistics  plans,  programs,  and  concepts- 
controlled  and  provided  the  single  point  of  contact  to  authorize 
command  approval  for  host-tenant  support  agreements,  command  support 
agreements  and  other  agreements/contracts  between  AFIS  and  outside 
organizations;  took  part  in  logistics  planning  support  exercises  for 
AFIS  and  USAF  forces;  assured  logistics  compatabi lity  of  AFIS  plans 
with    Joint     Chiefs    of     Staff     (JCS),     USAF    and    other    Major    Command 
AFIS  budget  contained  three  major  subdivisions  known  as 
Programs  (MFPs).  These  included  MFP-3  (Air  Force 
Projects,  Information  Data  Handling  System  (IDHS),  Human 
(HUMINT),  and  Operational  and  Security  and  Communications 
Requirements);  MFP-8A  (Attache  and  Soviet  Affairs 
requirements);  and  MFP-9  (Headquarters  Management  and  National 
Intelligence   Systems  to  Support  Tactical  (NISSTR)  Requirements). 
*  The 
Major  Force 
Intelligence 
Intelligence 
Manaaement 
* 
P 
u 
v c 
V 
V 
H 
P
(MAJCOM)  war  and  contingency  plans;  prepared,  evaluated  and  monitored 
all  mobility  planning  requirements,  dispersal  actions,  and  operating 
procedures  for  intratheater  and  intertheater  support;  provided  single 
point  of  contact  within  AF I S  for  all  facility  matters,  chaired  the 
Facility  Working  Group  and  participated  on  the  Facility  Utilization 
Board;  monitored  air  and  surface  movements  of  intelligence  personnel 
and  equipment  during  deployment  and  redeployment;  and  validated  AFIS 
requirements  for  transportation  support  and  monitored  the  AFIS  motor 
pool  fleet  use  and  allocation. 93 
P  The  Logistics  Division  remained  organized  into  two  branches 
—  the  Plans  Branch  (IGX)  and  the  Transportation  Branch  (LGT).  The 
Plans  Branch  was  responsible  for  all  AFIS  logistical  planning  with  a 
primary  focus  on  contingency  wartime  planning.  The  Transportation 
Branch  managed  the  AFIS  vehicle  fleet. 94 
-  I  I   On  1  October,  Lieutenant  Colonel  Lynn  Thompson  became  the 
Chiet  of  the  Division.  He  replaced  Lieutenant  Colonel  Ronald  Rush  who 
retired.  By  the  end  of  the  year,  the  division  was  100  percent  manned 
with  one  officer  and  three  enlisted  personnel  authorized  and 
assigned. 95 
Plan flB  Pljr-.s  to  increase  authorizations  included  one  Logistics 
is  Officer  (First  Lieutenant  or  Captain,  AFSC  6624)  for  LGX  and  a 
civilian  secretary  (GS-4).  The  new  positions  were  validated  by  Air 
Force  Directorate  of  Manpower  and  Organization  (AF/MPM)  in  the  FY  84 
Programmed  Objectives  Memorandum  (POM)  submission  but  were  not  funded 
for  allocation.  Consequently,  the  request  was  resubmitted  in  the  FY 
85  POM.  AFIS  Comptroller  (AF IS/AC)  and  Manpower  and  Oraanization 
(AFIS/MO)  Divisions  validated  and  authorized  the  secretariat  position 
to  be  filled  on  an  interim  basis  with  a  temporary  hire  person.  The 
temporary  hire  was  planned  to  be  used  for  the  FY  34  June  to  September 
time  frame  while  awaiting  permanent  authorization. 96 
SThe  Plans  Branch  reviewed  and  updated  AFIS  Operational  Plans 
.  which  provided  intelligence  logistical  support  to  MAJCOMs  for 
wartime  contingencies.  The  primary  problem  involved  coordination  with 
MAJCOMs  to  provide  and  issue  mobility  bags  and  Chemical  Warfare 
Defense  Equipment  reauired  for  deployment  of  Individual  Mobilization 
Augmentees  (IMAs)  during  wartime  contingencies.  In  coordination  with 
Headquarters  Air  Force  Deputy  Chief  of  Staff,  Logistics  and 
Engineering  (AF/LE),  it  was  agreed  that  MAJCOMs  had  the  responsibility 
to  issue  required  equipment.  This  procedure  was  being  incorporated  in 
all  AFIS  GPLANs  during  the  annual  revi ew/update  cycle.  By  the  end  of 
the  year,  MAJCOMs  had  not  formulated  specific  procedures  on  how  and 
when  this  equipment  would  be  issued  to  deploying  IMAs.  A  listing  of 
reviewed  and  updated  plans  is  contained  in  Appendix  IV. 97 
\  ■  The  Plans  Branch  reviewed  and  or  revised  17  Host  Tenant 
Support  Agreements  (HTSA)  and  two  Interservice  SuDport  Agreements 
(ISSA).  A  listinq  of  these  agreements  is  contained  in  Appendix  V. 
There  were  no  problems  encountered  in  reviewing  the  HTSAs.  All 
changes  were  minor  in  nature  and  primarily  focused  on  changes  to 
enhance  existing  administrative  support. 98
w 
m  ■  A  major  problem  was  encountered  during  the  renewal  of  the 
Fort  Belvoir  ISSA.  As  a  result  of  a  suggestion  (AF  Form  1000)  by 
Master  Sergeant  John  Howard  (AFIS/LGX),  the  Fort  Belvoir/DEH  was 
requested  tc  review  the  computations  which  established  the 
reimburseable  charges  AF1S  payed  for  services  and  support  of 
facilities  located  at  Fort  Belvoir.  The  reimburseable  expenses  for 
supply,  laundry,  community  services,  housing,  real  property 
maintenance,  engineering  support,  fire  protection,  entomology, 
resource  management,  accounting  and  finance,  and  safety  were  reduced 
by  a  total  amount  that  resulted  in  an  annual  savings  to  AFIS  of 
$137,000.  Sergeant  Howard  was  given  a  cash  award  of  J3.889.00  from 
the  Air  Force  for  his  outstanding,  cost-saving  suggestion.99 
__  Several  facility  projects  were  initiated  or  completed  during 
1982.  New  central  heating  systems  were  installed  in  buildings  1923, 
1924,  1927  and  1930.  The  planning  and  engineering  had  been  completed 
for  installing  heating  systems  in  buildings  1925,  1926,  1928  and  1929 
during  FY  83.  Long  range  plans  were  being  developed  to  install 
central  air  conditioners  in  all  buildings  that  would  have  the  new 
heating  systems. 100 
„.,,  Construction  started  in  November  for  a  new  Special 
Compartmented  Intelligence  Facility  (SCIF)  for  use  by  the  Air  Force 
Special  Activities  Center  (AFSAC).  The  SCIF  and  associated  equipment 
was  designed  to  improve  security,  expand  storage  and  improve  the  flow 
of  sensitive  classified  intelligence  material.  The  estimated 
completion  date  for  the  SCIF  was  May  1983. 101 
   Plans  had  also  been  developed  to  upgrade  the  office  areas  of 
AFIS/INH  (building  1923),  AFSAC/INX  (building  1924)  and  AFSAC/INO 
(building  1927).    Upgrade  primarily  consisted  of  new  ceilings, 
lighting,  wall  paneling,  and  wall  partitions.3-02 
Preliminary  planning  began  in  October  to  examine  the 
feasibility  of  constructing  a  new  Air  Force  Intelligence  facility  at 
Boiling  AFB,  D.C.  For  planning  purposes,  General  Bissell  decided  that 
all  AFIS  and  AFSAC  organizations  in  the  National  Capitol  Region,  with 
the  exception  of  those  organizations  colocated  at  the  Pentagon, 
Washington  Naval  Yard  and  National  Security  Agency,  would  occupy  the 
new  facility.   It  would  require  approximately  90,000  square  feet  to 
accommodate  AFIS  organizations.  The  76th  Airlift  Division  (ALD)  Civil 
Engineers  at  Andrews  AFB,  Maryland,  estimated  the  new  building  would 
cost  $7.35   million  in  FY  82  dollars.   Colonel  Thompson  requested 
tentative  approval  from  Headquarters  Military  Airlift  Command  (MAC)  to 
build  this  new  facility  at  Boiling  AFB.   As  of  31  December,  the       £ 
decision  from  Headquarters  MAC  was  pending  further  review  of  the      ^ 
impact  on  support  requirements  from  Boiling  AFB.   General  Bissell      % 
decided  that  there  would  be  no  Military  Construction  Program  proposal     *° 
before  FY  86  for  this  project. 103  0« 
^B  From  18  October  to  5  November,  Colonel  Thompson  augmented   *** 
the  AFIS/IG  team  as   a  loqistic_s__jii£D£clflr   for  a  Management   *° 
the  ■  V  & 
t 
<5
lompson 
requirements  in  an  effort 
trailers.   If  this  suqgesti 
$160,000. 
suggestion  and  were  schedule 
revi 
revalidate  the  need  for 
would  save 
continued 
ecision  in  FY  83.104 
Colonel 
mission 
four  tractor 
the  Air  Force 
to  review  the 
m 
manly Management  within  the  AFIS  Transportation  Branch  (AFIS/L6T) 
priman  ly  emphasized  preventive  maintenance,  misuse  of  government 
vehicles  and  the  consolidation  of  transportation  requests.  As  a 
result,  the  AFIS  vehicle  fleet  maintained  a  very  high  in-commission 
rate  with  minimum  down  time  for  repairs.  The  increased  use  of 
vehicles  in  1982  served  as  the  justification  for  Warner  Robins  Air 
Logistics  Center  (ALC)  to  authorize  an  additional  vehicle  for  the  AFIS 
fleet.  The  new  vehicle  was  scheduled  for  delivery  in  FY  84  with  the 
provision  that  if  ALC  had  additional  funds  the  vehicle  would  be 
ordered  for  delivery  in  FY  83.  A  current  listing  of  the  AFIS  fleet  is 
contained  in  Appendix  VI. 105 
    In  October  1982,  a  supply  account  was  established  between 
Headquarters  AFIS  and  Fort  3elvoir  which  allowed  AFIS  supply 
custodians  to  purchase  items  through  the  U.S.  Army  supply  system.  The 
Activity  Code  (FX5120)  was  established  in  accordance  with  D0D 
4000. 25D,  Department  of  Defense  Activity  Address  Directory  (D0DAAD) 
(AF-0124  System)  and  through  coordination  with  Headquarters  Air  Force 
Logistics  Command  (AFLC).  This  new  account  eliminated  the  previous 
need  for  numerous  supply  trips  to  distant  locations  such  as  Boiling 
and  Andrews  AFBs.106 
A, 
• 
luded 
incl 
Division, 
Affairs.  107 
SUPPORT  ACTIVITIES 
Five    additional    agencies    provided    support    for   AFIS.      These 
the      Headquarters      Squadron      Section,      the      Administrative 
the     Inspector     General,     the     Plans     Division     and     Public 
Headquarters  Squadron  Section 
_  Throughout     1932,     Senior    Master     Sergeant    Larry     I.     Polk 
continued  as  the  First  Sergeant  for  AFIS.  He  directly  supported  First 
Lieutenant  Terrence  E.  Giroux  who  assumed  duty  as  the  new  Headquarters 
Squadron  Section  (HSS)  Commander  on  13  February.*  Together,  they 
managed  and  provided  both  administrative  and  personal  support  for  AFIS 
people.  Their  responsibilities  included  counselling  people  on 
personal  problems  and  disciplinary  actions;  conducting  orientation 
briefings  for  new  members;  monitoring  unit  administrative  activities; 
visiting     members     who     were     hospitalized;      scheduling     psychological 
*  Lieutenant  Giroux  also  served  as  the  Executive  Officer  for  the 
AFIS  Chief  of  Staff  (AFIS/CS)  and  Vice  Commander  (AFIS/CV),  located  at 
Fort  Belvoir.
evaluations;  administering  non-judicial  punishment  (Article  15s)  and 
letters  of  reprimand;  and  providinq  orderly  room  support  to  the 
Commander  of  AFSAC. 19£ 
   The  Unit  Administrative  Section  monitored  the  military  leave 
program;  administered  the  Individualized  Newcomer  Treatment  and 
Orientation  (INTRO)  program;  administered  the  Weighted  Airman 
Promotion  System  (WAPS)  testing  program;  prepared  duty  rosters  for 
Fort  Belvoir  and  Boiling  Air  Force  Base  (AFB);  prepared  and  processed 
requests  for  subsi stance,  prepared  separate  rations  and  Issued  meal 
cards;  administered  the  unit  promotion  program;  and  prepared  personnel 
status  reports  and  processed  personnel  rosters  in  support  of  the 
immunization,  dental,  physical,  records  review,  quality  force, 
locator,  alpha,  good  conduct  medal  and  Air  Force  longevity 
programs. 109 
fl|  The  Unit  Training  Section  administered  the  on-the-job  (OJT) 
training  program;  scheduled  training  and  requests  for  career 
development  courses;  scheduled  trainees  for  testing  and  administered 
volume  review  examinations;  maintained  OJT  rosters;  "monitored  the  unit 
professional  military  education  program;  and  administered  the  unit 
physical  fitness  and  weight  control  program. 110 
£)  During  the  year,  the  HSS  supported  all  AFIS  and  AFSAC 
personnel,  totalling  approximately  665  military  people.  It  maintained 
liaison  with  the  servicing  CBPO  and  Accounting  and  Finance  Office 
(Boiling  AFB),  three  Judge  Advocate's  Offices  (Fort  Belvoir,  and 
Andrews  and  Boiling  AFBs),  two  housing  offices  (Fort  Belvoir  and 
Boiling  AFB),  and  two  military  police  offices  (Fort  Belvoir  and 
Boiling  AFB).  All  AFIS  members  assigned  to  the  Pentagon  were  serviced 
*by  that  organization. HI 
During  19S2,  the  HSS  Commander  and  First  Sergeant  processed 
one  article  15  and  one  letter  of  reprimand;  counselled  and  took  appro- 
priate action  on  approximately  18  people  for  traffic  violations; 
counselled  15  peoole  on  incident  and  complaint  reports;  counselled  and 
assisted  approximately  35  people  on  personal  matters;  assisted  four 
people  to  resolve  dormitory  problems  at  Fort  Belvoir  and  Boiling  AFB 
where  AFIS  personnel  were  assigned;  and  counselled  eight  individuals 
on  bad  checks  and  indebtedness.  Other  actions  included  referring  two 
individuals  to  the  mental  health  clinic  —  one  retained  and  one 
released  from  AFIS  --  and  the  enrollment  of  two  people  in  the  Alcohol 
Rehabilitation  Program.  H2 
^^  The  orderly  room  issued  2,358  leave  authorization  numbers  to 
AFIS  and  AFSAC  personnel;  monitored  the  INTRO  program  for  105  people; 
maintained  duty  rosters  and  AF  Form  219  (Record  of  Duty)  for  the  "Out- 
side Grounds"  and  "Classified  Waste  Burn"  details  for  AFIS  and  AFSAC 
personnel  located  at  Fort  Belvoir;  maintained  a  Boiling  AFB  detail 
roster;  notified  all  AFIS  and  AFSAC  personnel  on  required  physical  and 
dental  examinations  and  required  immunizations;  issued  meal  cards  for 
three  people  and  processed  AF  Form  220  (Request  Authorization  for  Pay 
Order  BAS)  for  approximately  43  people;  processed  13  MAC  Form  17' s
(Application  for  Off -Duty  Employment);  maintained  (on  a  continuing 
basis)  all  lawn  equipment  for  the  Fort  Belvoir  compound;  and  notified 
personnel  of  various  reviews,  appointments  and  training. 113 
■  ■  As  indicated  earlier,  the  Unit  Training  Section  monitored 
several  areas  including  annual  physical  fitness  training,  the  weight 
control  program,  and  the  OJT  and  promotion  programs.  No  failures  were 
reported  for  the  annual  physical  fitness  test  in  1982;  however,  11 
members  were  identified  and  placed  on  the  weight  control  program.  A 
total  of  20  enlisted  people  entered  OJT  for  the  next  higher  skill 
(proficiency)  level  and  50  airmen  were  selected  for  promotion. m 
Administrative  Division 
^__  The  Administrative  Division  (AF IS/DA)  provided  systems, 
services,  resources,  and  procedures  for  the  processing  of  information. 
This  was  accomplished  through  three  major  areas:  policy,  program 
management  and  operations.  Administration  policy  involved  the 
management  of  systems,  resources,  programs,  and  procedures  necessary 
for  the  life  cycle  of  documented  information  used  by  AFIS.  This 
information  took  all  forms,  such  as  paper,  microform,  and  electronic. 
It  included  correspondence,  messages,  reports,  forms,  publications, 
plans,  budgets,  orders,  maps,  charts,  photographs,  etc.  Adminis- 
trative program  management  was  concerned  with  the  development  of 
concepts  and  systems  using  new  and  emerging  methods  and  technology. 
This  included  continuing  systematic  efforts  to  critically  examine 
manual  and  automated  administration  systems  for  possible  improvements, 
and  the  application  of  new  techniques,  equipment,  and  interface  with 
other  systems.  Administration  operations  involved  people,  money, 
materiel,  facilities,  and  services.  They  were  customer-service 
oriented,  and  consisted  of  offices,  centers,  facilities  and 
specialized  capabilities  designed  to  satisfy  all  functional 
requirements.  H5 
    Essentially,  DA  supported  the  AFIS  mission  by  reviewing  and 
modifying  administration  support,  systems,  services,  resources,  and 
controls,  to  improve  performance  and  meet  changing  requirements; 
evaluating  and  exploiting  new  methods  and  technology  to  improve 
administration  and  the  management  process;  minimizing  the  information 
holdings  and  paperwork  burden  on  all  AFIS  activities  and  the  public; 
ensuring  the  timely  processing  and  dissemination  of  Air  Force  policies 
and  procedures  in  publications,  correspondences,  and  other  media; 
coordinating  on  systems  development  to  ensure  a  multi-disciplinary 
approach  was  taken  and  total  office  information  and  administration 
support  requirements  were  considered;  and  provided  professional 
training  opportunities,  including  administration  and  support  training 
programs  conducted  by  government,  industry,  and  professional  associa- 
tions.^6 
   The  division  continued  to  be  divided  into  four  major  sub- 
branches.  These  included  Administrative  Communications  (AFIS/DAA); 
Publications  Management  (AF1S/DAP);  Documentation  Management 
(AFIS/DAD);  and  a  Pentagon  Support  Branch  (AFIS/DAU).  The  fourth 
branch  was  inactivated  on  1  April.   Its  functions  were  transferred  to
AFIS/INSA  along  with  two  DA  authorized  positions.  The  third  DAU  posi- 
tion was  transferred  to  the  APIS  Logistics  Division  (AFIS/LG). 
Excluding  the  DAU  branch,  overall  DA  manning  authorizations  included 
nine  enlisted  and  four  civilians  (total  of  13)  with  eight  enlisted  and 
four  civilians  assigned  (total  of  12).  The  division  had  an  operating 
budget  of  $48,300  for  the  fiscal  year  (FY).  By  the  end  of  FY82,  all 
funds  were  obligated.  Table  1-6  provides  a  summary  of  DA  expenses. 117 
TABLE  1-6 
AF IS/DA  EXPENSES 
FY82 
CATEGORY  EXPENDITURES 
Per  Diem  &  Incidental  Expenses  -  Mission  $   400 
Rental  of  Other  Equipment  27,600 
Purchase  Maintenance  of  Equipment  6,400 
Miscellaneous  Contract  Services  1,300 
Supplies  Air  Force  Stock  Funds  2,200 
Other  Supplies  Non-Air  Force  Stock  Funds  3,300 
Other  Equipment  Non-Air  Force  Stock  Funds  7,100 
TOTAL  $48,300 
   The      Administrative      Communications      Branch      (AFIS/DAA) 
developed  and  implemented  policies  and  procedures  for  preparing  and 
using  administrative  communications  and  telecommunications.  The 
branch  ensured  all  distribution  systems  within  AFIS  were  adequate, 
correcting  known  discrepancies  and  making  recommendations  where 
required.  The  AFIS  Base  Information  Transfer  Center  (BITC)  at  Fort 
Belvoir  received  2,073  pieces  of  incoming  registered  mail  and  sent  out 
2,212.  The  staff  distribution  office  received  25,200  and  sent  5,100 
classified  and  unclassified  messages.  The  total  postage  expenditure 
for  1982  was  $35,210.  AFIS/DAA  also  interfaced  with  the  Air  Staff  and 
Boiling  AFB  distribution  systems  through  the  AFIS/LG  courier.  AFIS/LG 
retained  the  responsibility  for  courier  service  to  the  Pentagon  and 
Boiling  AFB  from  Fort  Belvoir  with  AFIS/DAA  as  the  backup. H8 
       Although    tasked   by   Air   Force   directives,    AFIS/DA  was    used 
only  for  expertise  in  the  area  of  Documentation  Security.  The  AFIS  <* 
Director  of  Security  and  Communications  Management  (AFIS/INS)  ~ 
developed  administrative  policies,  and  procedures  for  accountability  2 
and  control  of  classified  communications  and  document  security  ™ 
functions.  AFIS/DAA  performed  as  Top  Secret  Control  Officer  (TSC0)  % 
for  AFIS  units  at  Fort  Belvoir  and  processed  68  Top  Secret  documents. 
On  5  November,  the  AFIS  Plans  Division  (AFIS/XP)  and  History  Office 
(AFIS/HO)  created  separate  Top  Secret  Control  Accounts  (TSCAs)  with 
TSCOs  appointed.119 
^B>  AFIS/DA  was  the  custodian  for  Communications  Security 
(COMSEC)  mHHRHKb  with  three  sub-accounts.  The  account  had 
three  KY-3  secure  phones  with  keying  material.      Senior  Master  Sergeant 
W 
«n 
u 
a 
at 
9)
Rufus  L.  Setliff  (Chief  of  the  Publishing  Branch)  served  as  the 
COMSEC  account  custodian.  Master  Sergeant  George  Whiteside  (Chief  of  a 
the  Administrative  Communications  Branch)  assumed  the  duty  on  30  S3 
October  due  to  the  retirement  of  Sergeant  Setliff.  The  COMSEC  account  S 
was  inspected  by  AFIS/INS  who  performed  as  the  monitoring  headquarters  <n 
in  April.  During  August,  AFIS/INS  was  designated  the  Office  of  ^ 
Primary  Responsibility  (OPR)  for  communications  security  for  AFIS  and 
monitoring  headquarters  for  COMSEC  WHHBfl  MB-120 
mm      AFIS/DAA  composed  and  authenticated  all  special  temporary 
duty  (TOY)  orders  for  personnel  at  Fort  Bel  voir.   The  TOY  orders  for  ] 
AFIS  elements  at  Boiling  AFB  (except  for  the  AFIS  Operational  £ 
Intelligence  (INO)  elements)  were  authenticated  by  the  host  DA.  ^ 
AFIS/INO  and  AFIS  elements  at  the  Pentagon  were  authenticated  by  the  * 
1947th  Administrative  Support  Group  (ASG).   The  AFSAC/Det  21  and  • 
AFIS/INOI  were  authorized  to  authenticate  their  own  orders.   AFIS/DAA  £ 
issued  336  T-series  orders,  five  G-series  orders,  and  32  reserve 
orders  in  1982. 121 
£B  At  Fort  Bel  voir,  DAA  submitted  nine  telephone  work  orders  -- 
threefor  new  installations,  four  relocations,  -,nd  two  miscellaneous 
actions.  All  were  completed  as  requested.  The  U.  S.  Army  Com-  .'•; 
munications  Command  (USACC)  for  Fort  Belvoir  surveyed  cables  leading 
into  the  administrative  building  (#1923).  As  a  result  of  this  survey, 
it  was  determined  that  the  cables  leading  to  buildings  1919  through 
1930  should  be  replaced  with  underground  cables.  The  project  was 
called  the  "1900  Area  Project"  and  was  scheduled  to  be  completed 
during  1983. 122 
^P  The  Publications  Management  Office  (AFIS/DAP)  accomplished 
timely  and  cost  effective  development,  issuance,  and  maintenance  cf 
quality  publications  which  contained  essential  guidance  and  informa- 
tion to  accomplish  the  AFIS  mission.  The  Command'  Publications  Manager 
ensured  that  all  publications  were  available  when  needed,  were 
accurate,  were  logically  organized,  and  were  written  in  a  -clear 
uncluttered  way.  During  1982,  38  AFIS  publications  were  published  for 
a  total  of  ?5  publications  in  effect  for  the  command.  In  addition, 
eight  Air  Force  Intelligence  Operational  Instructions  (INOIs)  were 
published. I23 
Q0  The  AFIS/DAP  Forms  Management  Office  created  24  new  AFIS 
forms.  This  brought  the  total  of  AFIS  forms  within  the  command  to  46. 
The  distribution  of  all  AFIS  publications  and  forms,  Air  Force  Head- 
quarters Operating  Instructions  (HOIs)  and  other  selected  publications 
was  accomplished  by  the  AFIS  Command  Publications  Distribution  Center 
(CPDC).  AFIS/DAP  published  weekly  bulletins  announcing  new  or  revised 
publications  and  forms.  From  responses  to  these  bulletins,  the  CPDC 
was  able  to  keep  requirements  up-to-date  and  make  timely  distri- 
bution, 124 
V^  As  the  Printing  Control  Office  for  AFIS,  DAP  monitored  funds 
for  the  printing  of  various  publications  produces  in  AF/IN  and  AFIS 
for  Air  Force  wide  distribution.  These  printing  requirements  were 
fully  coordinated  with  the  OPRs  to  ensure  budgeting  for  all  known  and
projected  requirements.  Throughout  1982,  DAP  did  not  have  publica- 
tions on  fiche  or  microfilm.  The  number  and  length  of  AF1S 
publications  made  this  form  of  production  less  cost  effective  than 
conventional  hardcopy  printing. 125 
||  m  AF IS/DAP  reprographics  met  all  duplicating  requirements 
within  AF/ IN  and  AFIS.  The  AFIS  duplicating  facility  at  Fort  Belvoir 
produced  444,120  pages  of  duplication  and  collated  65,000  of  them. 
Other  reprographic  services  were  provided  through  the  Fort  Belvoir 
printing  plant,  the  Pentagon  print  plant,  and  the  Boiling  AFB 
duplicating  facility.  The  AFIS  copy  machine  manager  monitored  19 
copiers  within  AFIS  —  16  rental  machines  and  three  owned.  A  total  of 
6,898,250  copies  were  produced  during  the  year  at  a  total  cost  of 
$113,330.  AF1S/DA  approved  two  word  processors  for  rental  in  1982  and 
eight  word  processors  that  were  previously  approved  for  rental  were 
purchased.  On  11  December,  Headquarters  AFIS  established  an  Office  of 
Information  Systems  Management  Team.  This  team  provided  management 
and  qui  dance  for  Office  Information  Systems  Management  (0IS)  within 
AFIS.126 
■  B  The  Freedom  of  Information  Act  program  received  a  total  of 
60  requests  for  information.  The  Administrative  Division  completed 
the  processing  of  55  of  these  requests  with  13  denied  in  part  or 
whole.  Two  appeals  from  denials  were  received.  The  total  costs  to 
administer  the  program  for  the  year  amounted  to  $12, 307. I27 
In  the  Privacy  Act  program,  DA  identified  a  total  of  24 
separate,  distinct  systems  of  record  within  AFIS.  Counting  multiple 
occurences  of  these  systems,  the  grand  total  for  AFIS  was  102.  Seven 
of  these  were  unique  to  AFIS.  System  F205  AFIS  A,  Sensitive  Compart- 
mented  Information  Personnel  Security  Records,  was  granted  exemption 
from  portions  of  the  Privacy  Act  to  protect  the  identity  of  sources  to 
whom  promises  of  confidentiality  had  been  made.  The  following 
statistics  were  reported  to  Headquarters  USAF/DA  on  requests  received: 
16  for  System  F03501  MPC  B,  Effectiveness/Performance  Reporting 
System,  and  40  for  System  F205  AFIS  A,  Sensitive  Compartmented  Infor- 
mation Personnel  Security  Records. 128 
During  the  year,  documentation  staff  assistance  visits  were 
made  to  each  of  the  36  AFIS  offices  of  record  located  in  the 
Washington  Metropolitan  area.   Reports  of  findings  were  issued  sub-        «^ 
sequent  to  each  visit  with  the  results  consolidated  into  an  informal 
report.   The  Command  Documentation  Program  reported  the  following 
statistics  for  AFIS  as  of  31  December:  85  cubic  feet  of  Top  Secret;      gj 
1,716  cubic  feet  of  Secret;  and  677  cubic  feet  of  Unclassified  on  hand 
(total  of  2,478  cubic  feet).   A  total  of  1,636  cubic  feet  of      V 
classified  material  was  destroyed. 129  J? 
fc> 
         From   5-16   April,   AFIS/DA   augmented   the   AF  I S/ IGinspection         ^ 
te       which  evaluated  the  effectiveness  and  efficiency  of^|  J}       £ 
&.      Admi  ni  strati  ve  team  membej^s_JjTcJuded  SMSgt   Set 
Carter,    flj  H^H  A  was 
<i 
however,  not  all  steps  in  the  publication  development  process  were  4* 
being  followed.  The  fl|H  ^  was  ratedtjj    ^.130 
tf
During  the  period  18  October  through  5  November,  Mrs  garter    «?' 
their  inspectior^^^^^^^^   ^' 
  .   Both  the£  ■  f 
and  a11|       ■  were  ratdi      B  with  the  exception  ofj    E  g 
This  unit 
Inspector  General  „. 
4M  The  AFIS  Inspector  General  (AFIS/IG)  function  was 
estabT^hed  in  1980  to  assist  in  improving  the  management 
effectiveness  of  AFIS  staff  elements  and  subordinate  AFIS  units 
through  the  use  of  the  inspection  system.  The  inspection  system  con- 
sisted primarily  of  Management  Effectiveness  Inspections  (MEIs),  a 
strong  self-inspection  program  of  Headquarters  AFIS  staff  elements 
including  over-the-shoulder  evaluations  by  AFIS/IG,  and  intelligence 
oversight  inspections  conducted  under  the  provisions  of  AFR  123-3, 
Intelligence  Oversight,  and  AFR  200-19,  Restrictions  on  Foreign 
Intelligence  Activities.  In  addition  to  inspections,  the  IG  performed 
other  Inspector  General  functions  as  directed  by  AFR  20-68,  Inspector 
General  Activities.  132 
   As  the  Inspector  General  (IG),  Lieutenant  Colonel  C.  Wayne 
Burridge  acted  as  a  management  advisor  to  the  Commander,  AFIS,  for  all' 
command  activities.  In  this  capacity,  he  was  responsible  for  the 
optimum  effectiveness  of  the  AFIS  inspection,  safety,  investigative, 
and  complaint  programs,  and  for  providing  assistance  to  ensure  that 
AFIS  resources  were  effectively  and  efficiently  managed  to  help 
sustain  Air  Force  peacekeeping  and  fighting  capabi lities.133 
     To  accomplish  these  responsibilities,  the  IG  division 
developed  AFIS  inspection  policies,  procedures,  and  criteria; 
identified  problems  impeding  the  effective  accomplishment  of  the  AFIS 
mission  and  provided  recommended  corrective  actions;  programmed 
inspection  of  AFIS  elements  and  established  inspection  team 
composition;  initiated  action  to  effect  inspection  team  travel  and 
other  necessary  arrangements;  obtained  data  pertinent  to  the  conduct 
of  each  inspection  from  AFIS  staff  elements,  and  disseminated  the 
results  of  inspections  to  the  activity  inspected  and  appropriate  AFIS 
staff  elements  for  information  and  comment;  inspected  subordinate 
units  on  a  recurring  basis;  served  as  a  focal  point  for  the  AFIS  self- 
inspection  program;  conducted  over-the-shoulder  evaluations  of  self- 
inspections  conducted  by  AFIS  staff  elements  on  a  selective  basis; 
ensured  that  AFIS  inspections  ..adequately  tested  and  accurately 
reported  the  management  effectiveness  of  inspected  units;  reviewed  and 
analyzed  the  results  of  inspections  and  ensured  that  all  actions 
required  as  a  result  of  inspections  were  completed;  interfaced  AFIS 
inspection  results  and  trends  with  Headquarters  Air  Force  Inspection 
and  Safety  Center  (HQ/AFISC),  Norton  AF8,  CA,  and  other  MAJCOM  and  SOA 
IGs;  supervised  and  monitored  the  Inspector  General  Complaint  System 
(AFR  123-11)  within  AFIS;  conducted  administrative  investigations  and 
inquiries  according  to  AFR  120-3;  ensured  the  existence  of  an 
effective  intelligence  oversight  program  within  AFIS  in  accordance 
with  AFR  123-3,  Intelligence  Oversight,  and  AFR  200-19,  Restrictions 
on  Foreign  Intelligence  Operations,  and  submitted  quarterly  intelli- 
gence oversight  reports  *:o  Headquarters  AFISC;  served  as  AFIS  focal
point  for  the  USAF  fraud,  waste,  and  abuse  program;  developed  AFIS 
ground  safety  policies  and  procedures;  and  evaluated  AFIS  unit  safety 
programs  and  activities  in  order  to  conserve  resources  through 
accident  prevention.  134 
m 
srtinq 
The  IG  continued  to  operate  as  a  separate  AFIS  element 
reporting  directly  to  the  Commander,  AFIS.  Manpower  authorizations  in 
1982  included  two  officers  (one  Lieutenant  Colonel  -  Inspector 
General;  one  Major  -  Inspector)  and  one  noncommissioned  officer  (Staff 
Sergeant  -  Administrative).  A  Senior  Master  Sergeant  (E-8)  billet, 
which  had  been  occupied  by  MSgt  Robert  D.  Todd,  was  declared  surplus 
to  AFIS/IG  functional  needs  on  7  April.  On  20  December,  by  direction 
of  General  Bissell,  a  vacant  Major's  billet  (AFSC  8016  with  electronic 
warfare  background  desired)  was  transferred  from  AFIS/IG  to  provide  a 
resource  to  the  Air  Force  Planning  Division  (AF/INYX)  to  support  the 
Joint  Tactical  Fusion  Program.  Expenditures  for  AFIS/IG  during  1982 
included  $18,726  for  travel  and  per  diem  and  S2.057.90  for  equipment 
and  supplies. 135 
Ws 
Management  Effectiveness  Inspections  (MEIs)  were  conducted 
at  ATTS  subordinate  organizations  every  18-24  months.  These 
inspections,  conducted  according  to  AFR  123-1,  The  Inspection  System, 
examined  all  aspects  of  the  activity's  function.  This  included 
inspecting  organizational  leadership  and  management,  as  reflected  in 
mission  and  functional  area  performance,  installation  support,  people 
programs,  service  to  customers,  and  compliance  with  directives. 
During  1982,  MEIs  were  conducted 
conducted 
For During  the  AFIS/IG  MEI  of  ^  0,  personnel  from  Headquarters, 
Air  Force  Inspection  and  Safety  Center/Intelligence  Inspection 
Division  (HQ  AFISC/IGQI),  Norton  AFB,  California,  conducted  an  over- 
the-shoulder  inspection  (OTSI)  of  the  AFIS/IG  team  as  it  performed  its 
MEL  *'o  findings  surfaced  during  the  OTSI.  The  Headquarters 
AFISC/IGQI  inspectors  observed  preinspection  preparation,  conduct  of 
the  MEI,  report  preparation,  and  the  outbriefing.  Overall,  the 
Headquarters  AFISC/IGQI  inspectors  were  favorably  impressed  with  the 
AFIS  team's  technical  competence  and  professionalism. 137 
Intelligence  oversight  was  monitored  by  AFIS/IG  to  ensure 
compliance  with  Executive  Order  (E0)  12333,  United  States  Intelligence 
Activities.  The  IG  performed  this  task  during  MEIs  by  observing  unit 
activities  governed  by  the  EO;  Department  of  Defense  Regulation 
5240. 1-R,  Procedures  Governing  the  Activities  of  D0D  Intelligence 
Components  That  Affect  United  States  Persons;  AFR  123-3,  Intelligence 
Oversight;  and  AFR  200-19,  Restrictions  on  Foreign  Intelligence 
Activities.  During  19S2,  oversight  inspections  were  conducted  during 
MEIs  at  AFSAC  and  the  ESAA.   Reports  of  oversight  activities  were 
S 
*
prepared  by  AF1S/IG  each  quarter  and  forwarded  to  HQ  AFISC/IGQi 
according  to  AFR  123-3,  Intelligence  Oversight.   These  reports  listed 
current  activities  and  proposed  future  inspections.   No  activities         ^ 
that  raised  questions  of  legality  or  propriety  were  detected  or        -^T 
reported  during  1982.138  ^o 
4iP   Over-the-Shoulder  Inspections  (OTSIs)  were  inspections       *° 
performed  by  inspectors  from  AFIS/IG  to  evaluate  the  effectiveness  of      V" 
an  AFIS  organization's  self-inspection  program.    The  evaluation     *? 
included  mission-oriented  inspection  standards,  checklist  utilization,     * 
and  team  management.   AFIS  organizations  receiving  OTSIs  during  1982    *° 
included  them  Hl^^BHMi^^HHHBfe 
   Numerous  complaints  were  investigated  by  the  IG  during  1982. 
Due  to  the  privileged,  personal  nature  of  the  information  contained  in 
these  complaints,  copies  of  investigation  reports  were  not  included  in 
this  history.  However,  complete  files  on  the  complaints  were 
maintained  in  AFIS/IG.  Areas  of  complaint  and  inquiry  included: 
selection  procedures  for  Squadron  Officers  School;  secondary  zone 
promotions  in  AFIS;  alleged  misuse  of  computer  training; 
misclassifi cation  of  duty  position;  lack  of  access  to  personal  data; 
delay  in  processing  Sensitive  Compartmented  Information  (SCI) 
clearance;  termination  of  SCI  investigation;  maximum  civilian  grade 
levels  in  the  Human  Resource  Intelligence  (HUMINT)  career  field;  and 
overseas  tour  length. 140 
The  IG  also  conducted  the  Air  Force  Fraud,  Waste,  and  Abuse 
(FW&A)  prevention  and  detection  program  within  AFIS.  An  AF/IN-AFIS 
policy  letter  was  prepared  to  institute  the  program.  In  conjunction 
with  this  program,  AFIS/IG  publicized  the  program  by  placing  notices 
in  the  AFIS  Weekly  Bulletin  each  quarter  advis'ina  AFIS  members  of  the 
opportunity  to  report  suspected  FW&A  to  AFIS/IG  for  investigation. 
During  1932,  the  division  also  distributed  FW&A  crossfeed  information 
from  the  Headquarters  Air  Force  Inspection  and  Safety  Center 
(HQ/AFISC)  to  all  AFIS  elements,  as  well  as  preparing  and  distributing 
an  AFIS  FW&A  poster  to  all  AFIS  elements.  Monthly  reports  on  AFIS 
FW&A  prevention  activities  were  submitted  to  Headquarters  AFISC/IGF. 
During  1982,  six  FW&A  conference  periods  were  held  in  conjunction  with 
MEIs  of  subordinate  AFIS  organizations.  No  FW&A  disclosures  were 
received  through  these  conferences. 1^1 
One  case  of  alleged  FW&A  was  referred  to  AFIS/IG  for 
investigation.  The  case  involved  an  allegation  that  an  AFIS 
lieutenant  was  fraudulently  receiving  basic  allowances  for  quarters 
(BAQ)  at  a  wi  th-dependent  rate  when  he  had  no  dependents  living  with 
him.  Because  the  case  involved  fraud,  the  investigation  was  turned 
over  to  the  Air  Force  Office  of  Special  Investigations  (AFOSI)  by  the 
AFIS/IG.  The  subsequent  AFOSI  investigation  did  not  substantiate  the 
allegation.  Due  to  the  privileged  nature  of  these  files,  supporting 
documentation  was  not  attached  to  this  history;  however,  the  files 
were  maintained  in  AFIS/IG. 1*2
._  AFIS/IG  was  charged  by  General  Bissell  to  manage  all  aspects 
of  the  AFIS  ground  safety  program.  This  included  the  implementation 
of  AFR  127-2  (The  US  Air  Force  Mishap  Prevention  Program),  AFR  127-4 
(Investigating  and  Reporting  US  Air  Force  Mishaps),  and  AFR  127-12 
(Air  Force  Occupational  Saftey  and  Health  Programs).  Additionally, 
AFIS/IG  prepared  seasonal  safety  letters  for  the  Assistant  Chief  of 
Staff,  Intelligence  and  the  AFIS  Commander  and  prepared  and 
distributed  ground  safety  information  to  all  AFIS  elements.  Close 
coordination  was  maintained  between  AFIS/IG  and  the  Safety  Offices  at 
Boiling  Air  Force  Base  and,  the  Pentagon.  Table  1-7  provides  a  ground 
accident  summary  for  1982. *^3 
TABLE  1-7 
GROUND  ACCIDENT  SUMMARY 
TYPE  ACCIDENT 
PMV  of  SMSgt  rear-ended 
by  civilian  car;  off- 
duty  (13  Aug  82) 
Capt  injured  playing 
touch  football;  off- 
duty  (24  Sep  82) 
Fire  escape  landing  on 
second  floor  fell  with 
CMSgt  and  MSgt;  on-duty 
(6  Dec  82) 
.  Plans  Division 
INJURY/DAMAGE     DAYS  LOST 
Back  strain        2 
Back  strain        2 
Multiple  injuries   11 
COST 
$  240 
$  340 
$2295 
    The  AFIS  Plans  Division  (AFIS/XP)  continued  to  review  and 
revise  support  plans  for  other  Major  Commands  (MAJCOMs)  which  AFIS 
elements  supported  in  wartime.*  AFIS  plans  were  reviewed  with 
particular  attention  paid  to  adequate  description  and  use  of  AFIS  war- 
fighting  capabilities  within  operational  and  contingency  plans  and 
development  and  refinement  of  these  capabilities  in  exercise  plans. 
This  emphasis  responded  directly  to  Headquarters  USAF's  Project 
Warrior,  and  served  to  help  optimize  AFIS  capabilities  in  spite  of 
fiscal  constraints.  In  keeping  with  this  trend,  the  division  partici- 
pated in  the  planning  and  conduct  of  Proud  Saber  83,  a  Joint  Chiefs  of 
Staff  (JCS)  mobilization  exercise  held  in  November.  Participation  in 
Proud  Saber  allowed  evaluation  of-  the  AFIS  role  within  the  overall 
JCS/USAF  Emergency  Action  System  as  well  as  the  utility  of  several 
AFIS  contingency  plans.144  * 
*  Appendix  VII  contains  a  list  of  significant  publications  and 
events  which  occurred  in  the  Plans  Division  during  1982. 
+  For  additional  information  on  Proud  Saber  83,  see  chapter  III, 
page  77  of  this  history.
^P  Long-range  planning  continued  to  be  an  item  of  hi  ah  interest 
throughout  the  Air  Force.  Accordingly,  the  Plans  Oi vision  reviewed 
and  amended  the  AFIS  Objective  Plan  to  more  accurately  define  the 
various  AFIS  capabilities  and  roles  including  those  functions  where 
AFIS  was  in  support  of  operational  commands  (in  peacetime  as  well  as 
wartime).14^ 
    Participation  by  the  division  in  the  AFIS  fiscal  plannning 
and  programming  cycle  increased  substantially  in  1982.  Division 
personnel  played  a  key  role  in  managing  compilation  and  amalgamation 
of  data  inputs  for  both  the  Program  Objective  Memorandum  (POM)  and  the 
General  Defense  Intelligence  Program  (GDIP).  The  expanded  role  of  XP 
in  these  processes  proved  valuable  in  correlating  budgetary  plans  with 
both  short-  and  long-range  operational  plans. 146 
.  flB  The  Plans  Division  continued  to  be  divided  into  two  major 
subdivisions  throughout  1982.  These  included  the  Plans  Branch  and  the 
Programs  Branch.  Manning  authorizations  remained  unchanged  with  a 
total  of  three  officers  and  five  civilians.  Lieutenant  Colonel  Alden 
R.  Guy  continued  as  Division  Chief.14' 
    As  command  focal  point  for  exercise  activities,  AFIS/XP  was 
involved  in  pre-exercise  planning  activities  for  several  major 
exercises,  including  Ulchi-Focus  Lens,  Team  Spirit,  Gallant  Eagle, 
Wintex-Cimex,  and  Pressure  Point.  The  year's  major  exercise-related 
effort,  however,  involved  participation  by  selected  AFIS  elements  in 
the  JCS-sponsored  Command  Post  Exercise  (CPX)  Proud  Saber  83  during 
the  period  25  October  to  5  November.  This  was  preceded  by  months  of 
preparation  and  planning  dating  back  as  far  as  September  1931.  On  27- 
23  July,  representatives  of  the  Manpower  (AFIS/MO)  and  Plans  (AFIS/XP) 
divisions  attended  a  Proud  Saber  manpower  planning  conference  at 
Andrews  AFB,  Maryland.  Exercise  brief inas  were  subsequently  provided 
to  the  AFIS  Command  Group  on  2  and  5  Auaust.  Proud  Saber  evaluated 
the  Emergency  Action  Procedures  and  mobilization  and  recall  plans  and 
capabilities  of  all  participating  MAJCOMs,  SOAs,  and  other  agencies. 
Preliminary  evaluation  of  the  results  of  the  CDX  began  immediately 
upon  its  completion  on  5  November.  A  final  report  was  published  on  15 
December,  and  it  praised  the  utility  of  the  exercise  while  pointing 
out  both  noteworthy  shortcomings  and  praiseworthy  capabilities  within 
AFIS.14S 
_  AFIS  participation  in  Proud  Saber  33  was  particularly  note- 
worthy for  the  following  reasons:  (1)  it  marked  the  first  formal 
involvement  by  AFIS  command,  staff,  and  functional  elements  in  a  major 
JCS-sponsored  exercise;  (2)  it  produced  the  first  AFIS  exercise  plan; 
the  first  formal  AFIS  inDut  to  a  Headquarters  USAF  exercise  plan;  and 
the  first  comprehensive  AFIS  after-action  report  on  exercise  partici- 
pation; and  (3)  it  entailed  the  first  comprehensive  test  of  AFIS 
emergency  action  procedures,  including  the  command  emergency  notifica- 
tion system;  command  response  to  increased  readiness  requirements;  the 
role  of  the  AFIS  Alert  Staff  in  providing  emergency  support  to  the 
AFIS  Command  Group;  and  an  in-depth  evaluation  of  command  emerqency 
readiness  requirements.14-
M^  During  the  period  2-5  February,  Mr.  Charles  E.  Beal,  Plans 
Branch;  performed  a  TOY  assistance  visit  to  Headquarters  PACAF/INYX  at 
Hickam  AFB,  Hawaii.  The  purpose  of  his  visit  was  to  establish  a  work- 
ing relationship  with  PACAF  plans  personnel  and  to  resolve  planning 
problems  related  to  the  two  commands'  Operation  Plans  (OPLANs). 
Colonel  Guy  believed  the  visit  was  ouite  successful  and  provided 
valuable  insights  into  PACAF 's  operations  and  problems. 150 
In  March  1982,  AFIS/XP  hosted  the  third  in  a  series  of  TAC- 
AFIS  Tntercommand  planning  workshops  in  a  continuing  effort  to  improve 
contingency  and  wartime  support  to  operational  commands.  Representa- 
tives from  TAC/IN  visited  Fort  Belvoir  to  discuss  intelligence  aug- 
mentation requirements  and  associated  logistics  support  requirements 
with  representatives  from  a  number  of  AFIS  and  AFSAC  functional 
elements.  This  workshop  resulted  in  the  formulation  of  a  draft  Memo- 
randum of  Agreement  among  AFIS,  TAC,  and  Headquarters  Rapid  Deployment 
Air  Force  Forces  (RDAFFOR)*  which  was  designed  to  update  and  clarify 
provisions  of  previous  agreements  which  TAC/IN  had  concluded  with  the 
7602nd  Air  Inelligence  Group  and  AFIS  intelligence  reserve  program 
managers.  This  workshop  and  associated  actions  provided  substantial 
groundwork  for  a  number  of  other  planning  efforts,  including:  (1) 
establishment  of  AFIS  active  and  reserve  force  manpower  packages  dedi- 
cated to  support  TAC  elements,  the  Air  Force  component  of  the  Rapid 
Deployment  Joint  Task  Force,  and  Air  Force  components  of  several  other 
joint/combined  commands;  (2)  follow-up  actions  on  items  discussed  at 
USAF  Senior  Intelligence  Office  (SIO)  conferences  held  in  1981  and 
1982;  and  (3)  AFIS  review  and  recommended  inputs  to  a  new  TAC  regula- 
tion on  mobilization  planning. 151 
^P  In  resoonse  to  an  April  tasking  from  General  Bissell,  the 
Plans  Division  polled  the  AFIS  staff  for  inputs  regarding  the  proposed 
establishment  of  AFIS  Functional  Intelligence  Augmentation  Teams 
(FIATs).  The  FIATs  were  teams  of  AFIS  experts  in  specific  areas  of 
intelligence  activity  who  would  augment  undermanned  field  organiza- 
tions worldwide  during  wartime  and  or  times  of  crisis.  The  concept 
involved  teams  of  specialists  such  as  targeteers  or  area  specialists 
deploying  during  a  contingency  to  a  field  command.  The  FIATS  and 
particular  FIAT  members/positions  were  identified  and  incorporated  via 
manpower  packages  into  the  AFIS  CONPLAN  and  other  appropriate  planning 
documents. 152 
_  The  year  also  marked  a  concerted  effort  to  increase  security 
awareness  within  the  division,  as  well  as  throughout  AFIS.  Security 
policies  and  practices  addressed  by  the  Plans  Division  included:  (1) 
a  review  of  Top  Secret  control  procedures  at  the  Fort  Belvoir 
compound,  resulting  in  the  establishment  of  a  new  Top  Secret  account 
to  serve  AFIS/XP;  (2)  establishment  of  two  new  Sensitive  Compartmented 
Intelligence  (SCI)  billets  within  AFIS/XP;  (3)  implementation  of  new 
security  guidance  contained  in  revisions  of  DOD  5200.1/AFR  205-1;  and 
(4)  review  of  retirements  for  increased  physical  security  measures 
within  building  T-1930  at  the  Fort  Belvoir  compound. 153 
*   The  Air  Force  component  of  the  Rapid  Deployment  Joint  Task 
Force  (RDJTF).
flp  Various  inspections  and  staff  assistance  visits  were  accomp- 
lishe^during  1982.  Mr.  Beal  augmented  theAF  IS/ IG  Inspection  Team's 
Management    Effectiveness    Inspection    of  ^MBlin_  Apri  1    and   again    for 
the  ig  mei  inspection  of  (MWBMMMl^^mmMBMBBBBMBr 
v 
   On  11  July,  Mr.  Earl  G.  Gongloff,  AFIS  Plans  Branch,  visited  £ 
-Site  R"  at  Fort  Ritchie,  Maryland  to  personally  update  the  Manpower  i 
Force  Packaging  (MANFOR)  system  data  base  in  the  Contingency  Operation*? 
Mobility  Planning  and  Execution  System  (COMPES)  maintained  by  the  Air** 
Force  Wartime  Manpower  and  Personnel  Readiness  Team  (AFWMPRT).   The 
MANFOR  was  a  subsystem  of  the  Manpower  and  Equipment  Force  Packaging 
System  (MEFPAK),  which  provided  detailed  planning  data  such  as:   (1) 
the  title  of  the  unit  or  force  element  and  its  unique  JCS  Unit  Type 
Code  (UTC);  (2)  the  Comparability  Statement  that  contained  the  defini- 
tion of  unit  comparability;  and  (3)  the  manpower  detai  \  by  function, 
grade,  and  AFSC  required  to  meet  the  defined  capabi lity.155 
Mr.  Gongloff  again  visited  "Site  R"  at  Fort  Ritchie  on  15-17 
November  to  attend  the  FY83  Support  Force  Sizing  Exercise  (FORSIZE) 
Time  Phased  Force  Deployment  Data  Refinement  Conference.  His 
attendance  was  requested  by  the  Headquarters  USAF  intelligence 
functional  OPR  (AF/INYX)  in  order  to  utilize  his  expertise  in  the  use 
of  intelligence  Unit  Type  Codes  (UTCs)  as  used  in  area  operational 
plans  Time  Phased  Force  Deployment  Data  (TPFDD).  FORSIZE  was  an 
annual  methodological  procedure  used  to  develop  Requirement  Plans 
(RPs)  and  associated  wartime  manpower  requirements  to  maintain  combat 
force  mission  effectiveness.  The  TPFDD  included  a  Time  Phased  Force 
List  which  identified  units  to  be  deployed,  their  origins,  ports  of 
embarkation  and  debarkation,  destinations  and  priori  ties.  156 
The  Plan's  Division  participation  in  the  programming  and 
budgeting  functions  within  AFIS  increased  in  1982.  Program  Objective 
Memorandum  (POM)  submission  compilation  activities  for  the  FY85-89 
POM/Budget  began  in  September.  The  Plans,  Comptroller  and  Manpower 
divisions  co-hosted  a  working-level  meeting  on  30  September  to  review 
data  call  instructions.  Data  submissions  were  received  and  reviewed 
in  October.  The  command  ranking  of  FY85  POM  initiatives  by  the  AFIS 
Financial  Working  Group  (FWG)  began  on  10  November.  The  Financial 
Management  Board  (FMB)  concurred  in  the  established  ranking,  and  the 
confirmation  letter  was  signed  by  General  Bissell  on  20  November.  On 
13  December,  the  data  call  for  the  FY85-89  General  Defense 
Intelligence  Program  Proposal  (GDIPP)  was  received  and  distributed  to 
the  AFIS  staff,  with  recipients  tasked  to  provide  their  data  to  Mrs. 
Carlice  Bourassa,  Programs  Branch,  not  later  than  10  January  1983. *57 
       On   1   December,    temporary  Programs   Branch  member  Major   Paul 
Munninghoff  began  producing  the  exercise  plan  for  Ridge  Runner  83  -- 
the  third  annual  AFIS/INR-sponsored  evasion  exercise.  The  exercise, 
scheduled  for  September  1983  at  Camp  Dawson,  West  Virginia,  would  pro- 
vide training  and  practice  in  evasion  principles  for  personnel  from 
all  four  U.S.  armed  services,  from  several  reserve  and  national  guard 
units,  and  from  several  NATO  armed  forces.  An  outline  and  partial 
draft   were   submitted   to   the   AFIS   Directorate   of    Evasion,    Escape,    and
Prisoner  of  War  Division  (AFIS/IN?)  in  mid -December,  with  publication 
expected  in  March  1983, i5° 
fl|P  The  Plans  Division  also  used  the  services  of  three  A1r  Force 
Intemgence  Reserve  (AFIR)  members  on  two-week  annual  tours  of  duty 
during  the  year.  Major  Barrie  A.  Gillis  performed  during  the  period 
10-21  May,  generating  a  preliminary  analysis  of  the  Plans  Division 
interface  with  numerous  Air  Force  and  Joint  data  automation  systems 
containing  data  essential  to  the  AFIS  planning  and  execution  process. 
From  7-18  June,  Major  Charles  J.  Gross  reviewed  and  rewrote  the  AFIS 
plan  supporting  Air  Defense  Center  (ADC,  formerly  Air  Defense  Command) 
OPLANs.  Finally,  Chief  Master  Sergeant  Horace  Danner,  during  the 
period  21  June  to  2  July,  completed  a  major  project  to  identify 
requirements  for  Air  Force  Intelligence  Reserve  personnel  under  the 
100,000-person  Executive  Recall  Authority. *59 
Public  Affairs 
fl£  The  AFIS  Public  Affairs  Office  (AFIS/PA)  advised  directors 
and  staff  chiefs  on  public  affairs  matters;  developed  plans  and 
managed  internal  and  external  information  programs,  including  hometown 
news  releases,  speakers  bureau,  various  briefings  and  quarterly 
commander's  call  information  packages;  provided  information  to  public 
and  government  agencies  on  request;  prepared  and  coordinated  responses 
to  media  queries;  arranged  interviews  and  photographs  for  print  media 
representatives;  performed  as  editor  of  the  AFIS  newspaper;  performed 
additional  duty  as  headquarter' s  staff  photographer;  and  assisted  the 
Assistant  Chief  of  Staff,  Intelligence  (ACS/I)  on  internal  information 
programs. ibU 
_  Prior  to  1982,  the  AFIS  Public  Affairs  function  was 
performed  on  a  part-time  basis.  In  October  1981,  the  AFIS  Manpower 
and  Organization  Division  requested  a  full-time  enlisted  public 
affairs  specialist  position,  Air  Force  Specialty  Code  791XX.  The  Air 
Force  Manpower  and  Personnel  Center  (AFMPC)  approved  the  request  and 
on  12  February,  Technical  Sergeant  Barry  L.  Bahler  assumed  duty  as  the 
fir.st  full-time  public  affairs  representative  for  AFIS. 161 
■||  Initial  actions  by  Sergeant  Bahler  included  the 
establishment  of  the  Public  Affairs  office  and  programs  according  to 
AFR  190-1,  Public  Affairs  Policies,  Procedures  and  Guidelines. 
General  Bissell  fully  supported  the  new  program.  He  summarized  his 
views  when  he  stated:T52 
The  Public  Affairs  program  will  concentrate  on  improving 
information  flow,  both  internal  and  external,  for  the 
benefit  of  our  personnel  and  the  communities  in  which  we 
live  and  work.  Concurrently,  we  will  work  hard  at  enhancing 
the  image  of  the  Air  Force  intelligence  community  and  the 
men  and  women  who  serve  within  it.  This  will  be 
accomplished  through  the  development  of  the  three  major  PA 
functions:   community  relations,  media  relations,  and  an
internal  program  that  will  be  broad  based  and  will  include, 
amongst  other  things,  a  family  oriented  news/activities 
letter.  * 
fl|  During  May,  PA  submitted  a  request  to  the  Air  Force  Service 
Information  and  News  Center,  Products  Division  ( AFSINC/I IBP)  for 
approval  to  write,  edit  and  design  an  AFIS  newspaper.  The  request  was 
approved  and  work  began  to  produce  the  first  official  AFIS  newspaper, 
The  Intelligencer.  The  first  edition  was  printed  and  dispatched  in 
August.  Subsequent  editions  were  produced  on  a  monthly  basis.  During 
October,  Public  Affairs  developed  the  initial  concept  of  featuring  an 
AF/IN  or  AFIS  Directorate  each  month.  It  was  an  internal  program 
whereby  each  Directorate  could  tell  their  own  story.  In  December,  the 
Assistant  Chief  of  Staff,  Intelligence  (ACS/I),  Major  General  John  B. 
Marks,  provided  an  editorial  for  the  newspaper.  This  represented  a 
significant  milestone  since  it  introduced  the  first  Air  Staff 
involvement  in  The  Intelligencer. 163 
^^  Other  significant  PA  activities  during  the  year  included 
publication  of  the  input  to  AFISR  23-1,  Organization  and  Function; 
production  of  the  first  Productivity  Plan;  preparation  of  a  command 
briefing  with  slides;  development  of  a  program  so  all  58  Air  Attaches 
would  receive  the  Commanders'  Public  Affairs  Desk  Reference  and  the 
Air  Force  Theme  Book  with  yearly  updates  for  each  book;  coordination 
of  two  briefings  and  briefers  for  the  Defense  Intelligence  School 
Postgraduate  Program;  and  forwarding  of  a  news  release  and  photos  to 
Air  Force  Manpower  for  use  in  their  yearly  magazine. i64 
VB  In  June,  intensive  work  began  in  preparation  for  the  AFIS 
10th  Anniversary  Celebration  held  at  Fort  Belvoir.  Public  Affairs 
developed  a  program  for  the  official  function,  arranged  for  the  USAF 
Band  and  Honor  Guard  participation  and  developed  the  speaker's  book 
for  Generals  Marks  and  Bissell  and  Colonel  Jack  Morris.  Public 
Affairs  also  provided  publicity  support  for  the  annual  Air  Force 
Association  Convention  held  in  Washington  D.C.  and  was  the  Office  of 
Primary  Responsibility  (OPR;  for  the  Air  Force's  35th  Anniversary 
Celebration  in  September  SuDport  was  provided  to  the  3olling  AFB 
Public  Affairs  office  to  he.  Id,,  them  develop  and  coordinate  the 
Washington,  D.C.  celebration.  ^65 
*  PA  chose  to  publish  a  newspaoer  instead  of  a  "news/activities 
letter".  General  Bissell  concurred.
INTELLIGENCE  SUPPORT 
■  B  Four  directorates  provided  intelliaence  support  for  Air 
ForceTntel ligence  (AF/IN)  and  Air  Force  Intelligence  Service  (AFIS) 
activities.  These  included  Operational  Intelligence  (AFIS/INO), 
Target  Intelligence  (AFIS/INT),  Intelligence  Data  Manaaement 
(AFI5/IND)  and  Security  and  Communications  Management  (AFIS/INS).* 
OPERATIONAL  INTELLIGENCE 
flp  The  Directorate  of  Operational  Intelligence  (AFIS/INO) 
provided  the  Air  Force  with  all-source  intelligence  that  pertained  to 
or  affected  U.S.  Air  Force  policies,  resources,  mission,  or  force 
deployment,  on  a  worldwide  basis.  Specific  examples  included  analysis 
of  indications  of  potential  hostile  activities  against  the  U.S.'  or  its 
allies;  intelligence  analysis  of  current  air  operations;  trends  and 
implications  of  current  worldwide  deployments;  evaluation  of  aerospace 
related  signal  intelligence  (SIGINT)  to  determine  capabilities, 
vulnerabilities,  and  trends  of  foreign  aerospace  forces;  and  liaison 
with  other  services  and  Department  of  Defense  (DOD)  and  non-DOD 
government  agencies  on  matters  that  pertained  to  operational 
intelligence  and  SIGINT  evaluation. 2 
Sianificant  Manaaement  Issues 
■  ■■— —      II  II  ■      -  MM   -       ■       I  .1   I   .1  I    -I.     —I.  -, 
flfe  At  the  beginning  of  1982,  Colonel  Willi  an  B.  Sherman  was 
Director,  providing  dynamic  leadership  until  1  October,  when  he  was 
selected  to  become  the  AFIS  Vice  Commander.  He  was  replaced  by 
Colonel  Arnold  L.  Mabile.  Before  becoming  Director,  Colonel  Mabile 
was  Chief,  Weapons,  Space  and  Technology  Division  (AF/INET).  He  was 
detailed  by  Major  General  John  B.  Marks,  Assistant  Chief  of  Staff, 
Intelligence  (ACS/I)  to  continue  to  act  in  that  capacity.  The 
directorate  did  not  have  a  deputy- director  position. 3 
fl  P  The  major  mission  and  organizational  change  during  19S2  was 
the  divestiture  of  the  Target  Intelligence  Division  (AFIS/INOT),  its 
personnel  (22  authorized),  and  most  of  its  responsibilities  as  a 
result  of  an  AFIS  reorganization  in  August.  The  division  was  upgraded 
to  a  separate  directorate  (AFIS/INT)."*  The  transition  was  effected 
very  smoothly.4 
__  In  February,  a  new  analytical  element,  designated  INOX,  was 
established  to  focus  on  the  growing  problems  of  international 
terrorism  and  related  issues.  The  element  consisted  of  two  officer 
(Captain,  0-3)  authorizations  which  were  realigned  from  AFIS/INOZB 
(AF/INER).  Although  INOX  continued  through  the  end  of  the  year,  it 
was  disestablished  in  January  19S3.  Its  manpower  authorizations  and 
responsibilities  were  assumed  by  the  Regional  Estimates  Division 
(AF/INER). 5 
*  For  additional  information,  see  the  section  on  Target  Intelli- 
gence within  this  chapter.
In  April,  a  new  element,  the  Special  Activity  Applications 
Group  (AFIS/INOH),  was  established  to  better  integrate  Human 
Intelligence  (HUMINT)  into  the  Air  Staff  estimative  and  current 
intelligence  processes. & 
■P  Although  an  AFIS  directorate,  AFIS/INO  was  under  the 
operational  control  of  the  Director  of  Estimates  (AF/INE).  This 
configuration  generally  worked  quite  well,  enhancing  the  management 
flexibility  and  mission  effectiveness  of  both  directorates.  However, 
some  problems  were  experienced  because  of  the  dual  chains  of  command, 
generally  because  some  AFIS  elements  were  apparently  unaware  of  or 
unfamiliar  with  the  operational  responsibilities  of  AF/INE.  As  a 
result,  taskings  and  other  requirements  were  sometimes  levied  directly 
on  AFIS/INO  (or  sometimes  directly  on  INO  divisions),  entirely  by- 
passing AF/INE  and  thus  making  effective  management  difficult.  This 
problem  was  increasingly  alleviated  (although  not  eliminated)  through 
better  coordination  between  AF/INE  and  appropriate  AFIS  elements,  and 
by  the  increasing  centralization  in  the  AF/INE  Executive  Support  staff 
of  such  functions  as  personnel,  training,  and  budgeting,  enabling  the 
AF/INE  director  to  better  manage  his  operations  and  resources. 7 
^|  The  geographic  separation  of  the  INO  divisions  continued  to 
pose  special  challenges  to  effective  management  of  the  directorate. 
Only  one  division,  Aerospace  Intelligence  (AFIS/INOZ),  was  located  at 
the  Pentagon  with  the  director,  although  this  division  itself  had  a 
satellite  operation  at  Fort  Belvoir.*  The  other  divisions  were 
located  near  Fort  Meade,  Maryland  (Intelligence  Research,  AFIS/INOI), 
and  at  the  Washington  Navy  Yard  (Photo  Research,  AFIS/INOP),  with  the 
Special  Activity  Applications  Group  (AFIS/INOH)  located  at  Fort 
Belvoir.  In  addition,  to  the  geographic  dispersion,  these  divisions 
were,  in  fact,  tenants  of  other  organizations  (INOI  of  the  National 
Security  Agency  (NSA),  INOP  of  the  National  Photographic 
Interpretation  Center  (NPIC),  and  INOH  of  the  Air  Force  Special 
Activities  Center  (AFSAC)),  which  also  posed  special  management  con- 
siderations.3 
    Three  personnel  issues  were  also  prominent  in  1982.   One 
centered  on  the  rotation  of  personnel  assigned  to  the  Editing  and 
Briefing  Branch  (AFIS/INOZA)  and  especially  to  the  Alert  Facility 
(AFIS/INOZC).  The  nature  of  these  jobs  (long  hours,  high  pressure  and 
rotating  shifts)  made  reassignment  of  these  personnel  ususally 
desirable  after  about  18-24  months,  well  before  the  end  of  a  normal 
four  year  AFIS  tour.  An  internal  .reassignment  system  was  established 
to  ensure  to  the  maximum  extent  possible  equitable  rotations  were 
made,  but  this  continued  to  be  a  chronic  problem  (and  indeed,  the 
factors  involved  were  such  that  an  entirely  satisfactory  solution 
would  be  difficult,  if  not  impossible,  to  achieve). 9 
QP  A  second  personnel  problem  which  persisted  throughout  1982 
was  unfilled  vacancies,  especially  in  the  photo  interpreter  positions 
in  INOA  and  INOP.   By  the  end  of  the  year,  efforts  coordinated  among 
AFIS/INOX  was  also  located  at  the  Pentagon.
the  Air  Force  Director  of  Estimates  (AF/INE),  the  AFIS  Director  of 
Personnel  (AFIS/D0)  and  the  Air  Force  Manpower  and  Personnel  Center 
(AFMPC)  (Palace  Sentinel)  appeared  to  have  some  promise  of  resolving 
this  problem  during  1982.^' 
The  third  problem  concerned  manning  in  INOH.  Two  positions 
were  "realigned  from  AFIS/INQZ3  (one  each  from  AF/INER  and  AF/1NET)  to 
begin  operations,  but  efforts  to  secure  manpower  authorizations 
specifically  for  INOH  were  unsuccessful  during  1982,  requiring 
continuing  use  of  INOZB  positions  and  the  resulting  manpower  shortage 
in  other  divisions. ^ 
Special  Studies 
H|  The  Special  Studies  Division  (AFIS/INOA)  was  the  ACS/I  des- 
ignatea  representative  for  all-source  analysis  and  reporting  of 
foreign  camouflage,  concealment,  and  deception  (CC&D)  worldwide.  INOA 
supported  Headquarters  USAr,  Major  Commands  (MAJCOMS)  and  Separate 
Operating  Agencies  (SOAs),  USAF  special  planners,  intelligence 
schools/  and  National  Command  Authorities  with.  CC&D  intelligence 
briefings,  status  reports,  and  assessments.  It  also  analyzed  specific 
foreign'  CC&D  actions  and  methods,  organizational  elements,  and 
doctrine.  I? 
AFIS/INOA  was  a  dual-tracked  organization  --administratively 
an  AFTS  element  but  operationally  integrated  into  the  AF/IN 
Directorate  of  Estimates  (AF/INE)  under  the  Strategic  Studies  Division 
(AF/INES).  On  31  December,  the  division  was  77  percent  manned  (18 
authorized,  14  assigned).  It  had  two  critical  Air  Force  Specialty 
Code  (AFSC)  8044  billets  vacant  with  no  fills  projected.  Especially 
critical  was  the  major  slot  at  the  Washinqton  Navy  Yard,  vacant  since 
July  1982.13 
ft^  To  meet  unit  imagery  analysis  needs,  INOA  relocated  most  of 
its  imagery  analysts  to  the  National  Photographic  Interpretation 
Center  at  the  Washington  Navy  Yard  (WNY)  in  February.  They  were 
collocated  with  IN0P.  The  move  temporarily  relieved  overcrowding 
within  the  INOA  work  area  in  building  520  at  Boiling  AFB,  D.C. 
However,  considering  the  disadvantages  of  split  operations  and  planned 
manpower  increase  of  the  collocated  Strategic  Studies  Division 
(AF/INES)  in  buildinq  520,  AFIS/INOA  foresaw  a  requirement  for 
additional  workspace.  To  this  end,  INOA  submitted  a  requirement  on  20 
July  for  space  for  the  whole  operation  at  the  WNY. 14 
To  support  a  split  operation,  INOA  requested  improved  gov- 
ernment bus  service  from  Boiling  to  the  WNY  which  was  provided.  INOA 
also  expressed  the  need  for  an  official  government  vehicle  to 
facilitate  daily  coordination  between  Boiling  AFB  and  the  WNY,  and  to 
support  rising  requirements  involving  travel  in  the  Washington,  D.C. 
area.!1*
AFIS/INOA    also    undertook    a    major    effort    to    support    the 
intelligence  requirements  of  the  USAF  Air  Base  Survivability  (ABS) 
effort  at  Ealin  AFB,  Florida.  The  Armaments  Division  at  Eglin 
requested  INOA  create  a  briefing  on  CC&D  measures  observed  at  foreign 
airfields.  The  briefing  was  presented  to  the  organization  on  2  August 
at  Eglin  and  commenced  a  relationship  between  AFIS/INOA  and  the 
numerous  oraanizations  working  continuity  of  air  base  operations 
during  hostilities.  INOA  provided  the  air  base  survivability  planners 
descriptions  on  how  other  countries  applied  CC&D  to  the  ABS  problem.23 
CC&D  information  was  disseminated  by  electrical  message, 
hardcopy  in  the  "SAFINTEL  50O-X  series,  and  by  briefings.  In  1982, 
the  unit  commenced  regular  monthly  production  of  the  collateral  CC&D 
message  status  reports  and  on  3  February  released  the  first  (in  a 
regular)  bimonthly  series  of  Special  Intelligence  supplements  to  the 
collateral  CC&D  status  report.  USAFINTEL  500-2  was  published  in  June 
and  covered  a  variety  of  CC&D  topics.  The  demand  for  the  first 
hardcopy  (USAFINTEL  500-1,  December  1981)  was  greater  than 
anticipated,  ,o  the  total  printing  was  increased  from  300  to  360. 
Analysts  completed  drafting  USAFINTEL  500-3,  Airfield  CC&D,  but 
publication  would  not  take  place  until  1983.25 
o 
CO 
«n 
M 
«l 
& 
O) 
4J 
0) 
t-t
Also  in  1982,  INOA  made  valuable  contributions  to  the  CC&D 
Technical  Review  Group  which  consisted  of  a  large  cross  section  of 
intelligence  community  representatives  and.,  ci vi  lian  contractors 
dedicated  to  understanding  and  overcoming  CC&D. 23 
The  INOA  mission  was  unique  in  the  U.S.  intelligence 
community.  In  addition  to  supporting  Headquarters  USAF  and  national 
level  groups,  the  division  expended  substantial  effort  to  raise  the 
level  of  CC&D  awareness  among  various  Air  Force  elements  to  include 
MAJCOMS  (TAC,  SAC,  AFCC,  AFSC),  Research  and  Development  (R&D) 
organizations,  the  Foreign  Technology  Division,  and  technical 
schools.29 
Special  efforts  were  made  to  suoport  Air  Force  schools  since 
the  directorate  believed  there  was  a  Darticular  need  to  make  Air  Force 
personnel  better  informed  about  the  pervasive  Soviet  military  and 
civilian  CC&D  program.  Twice  in  1982,  Captain  John  M.  Hoooes  {Imagery 
Intelligence  Staff  Officer)  briefed  the  348Cth  Technical  Training  Wing 
(TTW)  at  Goodfellow  AF3,  Texas.  He  also  prepared  a  briefing  with 
script  for  school  instructors  and  periodically  undated  it.  Division 
personnel  also  provided  curriculum  suoport  to  the  3420th  TTW,  Lowry 
AFB,  Colorado.  On  several  occasions,  Major  Ken  A.  Rogers  'Political- 
<N 
O 
S3 
u 
O) 
(X 
•©:' 
Q>. 
u 
V 
fH 
O
TT 
Military  Affairs  Officer)  was  a  guest  lecturer  at  Air  University, 
Maxwell  AFB,  Alabama.  He  briefed  the  Combined  Air  Warfare  Course,  Air 
Command  and  Staff  College  and  the  Air  War  College.  INOA  personnel 
also  provided  a  quarterly  briefing  on  Soviet  deception  at  the  Air 
Force  Tactical  Deception  School  in  San  Antonio,  Texas  and  collaborated 
with  the  Directorate  of  Soviet  Awareness  (AFIS/INC)  to  enhance  the 
CC&D  content  in  their  well  regarded  course. 30 
S  IN0A  support  to  tactical  units  was  disappointing.  Unit 
personnel  had  extensive  information  on  enemy  deception  tactics  at  the 
tactical  level  of  extreme  importance  to  pilots,  weapons  controllers, 
and  wing  commanders.  Plans  to  brief  tactical  units  in  USAFE  and  PACAF 
during  the  year  were  unfulfilled.  To  partially  solve  this  problem, 
the  division  developed,  with  the  enthusiastic  assistance  of  Master 
Sergeant  Dave  Duggins  of  the  Pentagon  Air  Force  Studio,  a  CC&D  video 
presentation.  Production  was  expected  to  be  completed  in  1983.31 
>  ^_ 
:..     .  -v: ,;v^^v,  .. 
(-  • 
*"■"*•"■ 
f-      -  ' 
*    » 
s      r 
:_■■-.  .;... 
v,-\  -i-:^.XP- 
•*"-    ^         -    - --  -     '  -         »--'—   — 
*  _- *"'*  -*"'-• 
J 
*.  -r\         ■     •      jr~          * 
* 
fir.    .    •■' 
"  *       .      >***■ 
t  
■ .- 
■■£&  *.;!-y^    ,  £  "• 
i::»  . .-..  ^,  >  A.-- '^»!*fl**£.t-.i k.'*cJ>.:->.  _"ilair^»^arf.  .-*..^x*\£i.ii^JS!4*H^^rtW£j^^  • 
a, 
u w 
a 
P
:'&^&i%&!£'&i&^'&     ;- 
t'* 
:nFo 
^^  INOA  also  investigated  two  other  data  base  possibilities 
whicfT^roved  unfeasible.  Imagery  analysts  at  the  WNY  attempted  to 
establish  a  system  on  the  Lexitron  VT  1303  Word  Processor,  but,  it 
proved  inflexible.  The  alternate  method  for  a  total  data  base  was  to 
use  the  CIA  computer  and  augment  the  existing  software  and  data  base 
written  by  MATHTECH  of  Princeton,  New  Jersey.  Unable  to  obtain  ready 
access  to  the  CIA  controlled  terminals,  INOA  ceased  pursuing  this 
option.  Overall,  the  division  achieved  little  visible  progress  in 
achieving  its  data  automation  requirements.  However,  it  was  able  to 
more  precisely  articulate  its  needs.  Colonel  Mabile  believed  that 
prospects  for  1933  would  be  considerably  brighter. 37 
Special  Activities  Applications  Group 
__  In  early  January  1932,  Colonel  Cortlandt  M.  Taylor,  Director 
of  Estimates  (AF/INE),  requested  a  study  to  determine  the  feasibility 
of  establishing  an  INE  element  (Special  Activity  Applications  Group, 
AFIS/INOH)  at  the  Air  Force  Special  Activities  Center  (AFSAC)  (located 
at  Fort  Bel  voir)  in  an  effort  to  better  integrate  human  resources 
intelligence  (HUMINT)  into  the  Air  Staff  estimative  and  current 
intelligence  process.  He  requested  a  review  of  current  working 
relationships  between  INE  and  AFSAC,  and  recommendations  on  how  these 
relationships  could  be  improved  through  the  establishment  of  a  Special 
Activities  Applications  Group  (AFIS/INOH).  Due  to  his  extensive 
HUMINT  background,  Major  Ray  Kilikauskas,  then  assigned  to  the 
Director  of  Estimates,  Weapons  Space  and  Technology  Division 
(AF/INET),  was  asked  to  perform  the  study.  To  carry  out  the  assigned 
task,  42  INE  analysts  were  interviewed  regarding  their  perceptions  of 
HUMINT  and  their  working  relationships  with  AFSAC.  Numerous  AFSAC 
personnel  were  also  interviewed  in  an  effort  to  assess  their  views  and 
analyze  current  procedures  for  supporting  the  Air  Staff.  The  findings 
were  summarized  in  an  informal  Staff  Study  and  a  briefing  presented  to 
Colonel  Taylor  in  late  January. 38 
S 
ITS 
Vj 
0) 
cu 
P 
« 
U"» 
U 
Qi 
P.
AFIS/INOH  was  tasked  with  the  following  mission:   establish 
and  maintain  an  Air  Staff  analyst-HUMINT  Community  interface;  research 
HUMINT  reporting  for  Air  Staff  intelligence  analysts  and  prepare 
studies  and  analysis  based  on  HUMINT  as  input  to  AF/IN  assessments; 
act  as  focal  point  for  researching,  writing  and  validating  Air  Staff 
HUMINT  collection  requirements;  establish  and  maintain  the  Air  Force 
HUMINT  Orientation  Program  for  AF/IN  and  AFIS;  prepare  and  coordinate 
HUMINT  briefing  items  for  AF/IN;  arrange  for  analysts  to  participate 
in  HUMINT  debriefings;  and  coordinate  analysts  participation  in  HUMINT 
collection  planning  and  operati ons.43 
/IN?) 
to 
During  1932,  INQH  reported 
(AF/INFJ  throuah  the  AFIS  Director  o 
(AFIS/INO).    Due  -to  its  initial  small 
Special  Activities  Application  Group. 
the  Director  of  Estimates 
Operational   Intelliaence 
size,  INOH  was  titled"  the 
Althoua'n  havina  no  formal 
reporting  relationship,  INOH  had  a  coordination  responsibility  with 
the  AFSAC  Commander  (Colonel  Nick  Yankowski )  and  his  staff. 49 
    By  the  end  of  the  year  a  General  Defense  Intelligence 
Program  (GDIP)  initiative  had  been  submitted  reauestinn  two  billets  in 
FY86  and  two  in  FY87.50 
2fof 
Meanwhile,  on  3  July,  Colonel  Taylor  requested  the  Assistant 
ChieF~of  Staff,  Intelligence  (ACS/I)  give  permanent  status  to  INOH. 
General  Marks  concurred  in  this  action.  On  27  October,  Technical 
Sergeant  Marty  Leitner  was  assigned  to  INOH  for  a  sixty  day  trial 
period.  Sergeant  Leitner  was  a  skilled  DIAOLS-COINS  operator.  Due  to 
his  presence  during  November,  INOH  was  able  to  aet  the  research 
portion  of  its  mission  on  a  firmer  footing.  On  7  December,  Colonel 
Taylor  approved  Sergeant  Leitner's  permanent   assicnnent  to  INOH,     ■' 
1 1 
During  1932,  INOH, 
HUMINT  Orientation  Program. 
working  with  AFSAC,  built  an  Air  Force 
The  program  was  a  one  day  presentation 
k 
a> 
a. 
4) 
p
that  described  the  functions  of  AFSAC  and  its  detachments  and  detailed 
the  functioning  of  the  HUM I  NT  requirements,  tasking,  and  operations 
systems.  INOK  presented  a  thirty  minute  block  on  its  charter  and 
relationship  to  AF/IN,  AFIS  and  AFSAC  analysts.  Four  presentations  of 
the  program  took  place  (5  May,  18  May,  10  June  and  26  August). 
Seventy  AF/IN  and  AFIS  analysts  attended.   Comments  on  the  critique 
   was  important  to  note  that 
after  each  orientation,  the  INOH  workload  increased  as  analysts 
started  tasking  the  system  through  the  services  provided  by  INOH. 52 
INOH  also  serviced  30  requests  for  requirements  research. 
This  Tnvolved  researching  H'JMINT  requirements  and  providing  analysts 
with  a  copy  of  the  requirements  in  his  area  of  expertise.  As  a 
result,  by  the  end  of  the  year,  AF/IN  and  AFIS  analysts  updated  or 
added  to  five  standing  requirements  by  some  other  organization. 54 
o 
e 
M 
<W 
a. 
0)
t tes, > (1) (a) 255 *7°S° ¢ red pelted 2 Yo | = Ce] wy 4] ay ae a uo m4 wv = _ -~i @ +) G
wyh 
^^  AFIS/INOI,  collocated  with  the  NSA  at  its  Friendship  Annex 
(FANX) 
located  near  the  Baltimore-Washington  International  Airport, 
was  organizationally  subordinate  to  the  Director  of  Operational 
Intelligence  (AFIS/INO)  with  functional  and  operational  control 
exercised  by  the  Director  of  Estimates  (AF/INE).  On  15  June,  the 
division  was  formally  reorganized  from  two  branches  (Strategic  Systems 
and  Aircraft/Defensive  Missiles)  to  three  branches  (Missile  and  Space, 
Aircraft  and  C3  and  Intelligence).  Also,  a  Deputy  Division  Chief 
position  was  established  at  the  General  Manager  (6M-14)  level.  In 
addition,  the  division  was  directed  to  initiate  manpower  acquisition 
for  a  fourth  branch  which  would  address  Third  World  activities.  The 
Air  Force  Directorate  of  Manpower  and  Organization  (AF/MPME)  validated 
INOI's  request  for  six  analysts.  Acquisition  of  these  analysts  was 
expected  in  FY85.61 
flEU  As  of  31  December,  the  division  was  authorized  28  military 
and  cr/lian  personnel  with  24  assigned.  Procurement  actions  were 
underway  for  four  additional  people  (three  civilian  and  one  military). 
During  the  year,  two  attempts  were  made  to  have  existing  facilities 
rehabilitated  and  or  relocate  the  office  within  the  main  NSA  complex; 
however,  neither  initiative  was  successful.  An  additional  request  for 
rehabilitation  was  submitted  to  NSA  in  December. 62 
    Throughout  1982,  INOI  began  purchasing  the  majority  of  its 
leased  equipment.  By  the  end  of  the  year,  the  division  owned  a  DACOM 
4126  and  two  VT  1303  Lexitron  Text  Processors  (consisting  of  two  CRTs 
with  keyboards  and  dual  disk  drives  and  two  VT1000  printers).  INOI 
terminated  rental  of  an  IBM  Mag  Card  II  typewriter  and  also  turned  in 
for  salvage  an  old  Recordak  Micracode  microfilmer  which  was  neither 
serviceable  nor  repairable.  The  division  also  upgraded  from  a  Xerox 
4000  copier  to  a  Royal  130R  copier  with  greater  capabilities  for  less 
money.  These  actions  resulted  in  an  enhanced  equipment  posture  at 
less  continuing  cost.63 
Photo  Research 
   The  Imagery  Research  Division  (AFIS/INOP)  provided  imagery 
research  and  analysis  to  Air  Staff  intelligence  analysts  for  use  in 
o 
U 
a 
(X 
*J 
0) 
t-( 
aj 
G 
CM 
n 
o 
• 
:=> 
tft 
u 
4) 
o. 
a) 
« 
0) 
P
preparing  Air  Force  intelligence  estimates,  briefings,  interagency 
intelligence  memorandums,  force  level  determinations,  and  special 
analyses;  provided  quick  reaction  imagery  research  and  analysis  under 
crises  conditions,  during  fast  breaking  events  requiring  continuing 
Air  Force  interest  and  analysis,  and  for  immediate  developments 
requiring  Air  Force  Intelligence  (AF/IN)  developed  positions  for 
interagency  working  groups;  provided  imagery  research  and  analysis  to 
Air  Force  Commands  and  organizations  having  no  organic  imagery 
analysis  capabilities;  participated  in  development  and  evaluation  of 
advanced  sensor,  exploitation,  and  or  dissemination  systems  as  they 
impacted  on  the  AF/IN  and  AFIS  missions;  and  served  as  the  Director  of 
Estimates  (AF/INE)  focal  point  within  the  National  Photographic 
Interpretation  Center  (NPIC)  for  all  imagery  related  actions  involving 
AF/INE  and  NPIC  analysts. 65 
focused  its 
analysis, 
storage,  or 
from  NPIC 
functionally 
unit  of  eight  personnel 
operational  capabilities  solely  upon  imagery  research  and 
INOP  had  no  organic  photo  processing  film  library,  film 
computer  capabilities,  obtaining  support  in  these  area' 
under  a  host  tenant  agreement.    The  division  was 
organized  with   each   analyst   having   subject   area 
responsibilities  corresponding  to  given  AF/INE  analytical  functions. 
Special  project  assignments  corresponded  to  each  analysts'  particular 
expertise.  Being  collocated  within  the  NPIC  facility  afforded  INOi 
personnel  an  outstanding  opportunity  for  continuous  dialogue  with 
national  level  imagery  analysts  and  critical  timely  access  to  national 
imagery  files  and  data  bases.66 
In  February,  the  first  contingent  of  personnel  from  the 
Special  Studies  Division  (AFIS/INOA)  arrived  at  INOP.  Colonel 
Cortlandt  Taylor,  Director  of  Estimates,  agreed  in  late  1981  to  a 
collocation  of  all  AF/IN  and  AFIS  imagery  analysis  functions  within 
the  NPIC  facility.  INOA  remained  collocated  with  INOP  throughout  the 
year.  The  addition  of  five  imagery  analysts  to  INOP's  small  area 
(1140  square  feet)  forced  a  great  deal  of  "creative"  furniture 
arrangements.  However,  NPIC  renovation  plans  in  1982  called  for  INOP 
and  INOA  to  occupy  a  new  1600  square  foot  room  in  early  1983.68 
CM 
m 
o 
(A 
•n 
M 
0) 
a.
Throuqhojt  the  veer,   INOP  personnel  briefed  numerous 
visitors  on  the  units'  organization  and  mission,  represented  the  Air 
Force  on  various  interagency  working  groups,  attended  several  TDY 
conferences  ani  training  programs,  and  provided  support  to  numerous 
projects  (see  Appendix  X).  On  1  April,  the  unit  upgraded  to  division 
status  with  no  increase  in  manpower.  Also  on  that  date,  Captain  Ashby 
D.  Elmore  replaced  Lieutenant  Colonel  James  R.  Carruth  as  Chief  of  the 
organization.  Colonel  Carruth  transferred  to  Air  Force  Checkmate. 69 
Aerospace  Intelligence 
,„  |  The  Aerospace  Intelligence  Division  (AFIS/INOZ)  provided 
current  intelligence  briefing  support  to  the  Chief  of  Staff,  Air  Force 
(CSAF),  maintained  a  24-hour  Alert  Branch  on  behalf  of  the  Assistant 
Chief  of  Staff,  Intelligence  (ACS/I),  and  the  Commander,  AFIS,  and 
provided  graphics  support  to  the  ACS/I,  Air  Staff  and  AFIS. 
Additionally,  editors  and  briefers  provided  current  intelligence 
briefings  and  updates  to  senior  Air  Staff  members.  Direct  support  was 
rendered  to  Air  Force  analysts  for  both  current  intelligence  and  long- 
term  estimates. 70 
V.-"**; 
X- 
'-.'%-—  -  ■ 
f  >.'.- 
fe--;*v  ;; 
■  - .  '-  \?-vlT.- "t •.'■- H-*- ■■■■■•  „-; -  "•  T -  - '■  -  *■-;  -'■    <A._ i  ..  . 
::*>--■ 
<%-„  -.1  ■  .•':-.- 
't^'i.  :r '*-:*&&& -v ;-■  -.< 
   The  Visual  Display  Branch  (AFIS/INOZD)  functional  statement 
was  revised  on  12  August.  The  branch  was  responsible  for  providing  a 
Air  Force  intel licence  participation  in  the  creation, 
and  maintenance  of  national  and  international  products 
for  the  purpose  of  informing  decision-makers  on  intelligence  matters; 
providing  services  fo.  intelligence-related  programs  to  other  federal 
agencies  as  requested;  and  also  served  as  the  agency  representative  in 
interdepartmental  audio-visual  matters. ?? 
vehicle  for 
modification 
w — « 
C/5 
M 
a 
0) 
w 
4) 
it 
£ 
INOZ  personnel  manning  remained  constant  throughout  the 
year.  Personnel  authorizations  included  24  military  and  seven 
civilians.  INOZD  eliminated  over  600  feet  of  building  space  in 
building  T-1921  at  Fort  Belvoir.  This  space  was  donated  to  the  AFIS 
Administrative  Division  (AFIS/DA)  for  expansion  of  operations.  INOZD 
completely  renovated  the  facility  with  new  carpet,  panel  walls,  drop 
ceiling  and  added  two  windows.  However,  lack  of  space  continued  to  be 
the  main  problem  in  the  central  facility  at  the  Pentagon. 73
MWk  During  1982,  INOZA  presented  over  900  briefings  to  various 
Air  Starl  agencies  and  functions.  Two  major  staff  groups  were  added 
to  the  regular  briefing  schedule  --  the  Deputy  Chief  of  Staff, 
Manpower  and  Personnel  (AF/MP)  and  the  Air  Force  Directorate  of 
Programs  and  Evaluation  (AF/PRP).  The  Deputy  Chief  of  Staff,  Plans 
and  Operations  (DCS/D?0)  cancelled  their  requirement  for  intelligence 
briefings  during  their  morning  staff  meetings  as  a  result  of  time 
constraints  and  reorganizations.  INOZA  added  twelve  consumers  to  the 
daily  ACS/I  intelligence  briefing  message.  Total  worldwide 
distribution  for  this  message  was  now  66.  Three  consumers  were  added 
to  distribution  for  the  preliminary  briefing  script  bringing  that 
total  to  42  various  consumers  in  the  Washington,  D.C.  area.?4 
flfc  INOZC  received  and  processed  approximately  250,000  copies  of 
compartmented  and  collateral  message  traffic  in  support  of  the  ACS/I. 
The  branch  also  authored  approximately  400  briefing  items  for  the 
daily  current  intelligence  briefing  presented  to  the  CSAF  and  other 
Air  Staff  agencies.  This  was  nearly  a  doubling  of  briefing 
preparation  over  the  previous  year,  due  largely  to  new,  increased 
emphasis  on  close  INOZC  participation  in  current  intelligence 
production.  INOZC  became  solely  responsible  for  the  preparation  of 
items  for  the  "weekend  update"  Monday  CSAF  current  intelligence 
briefing.  Additionally,  over  400  stand-up  situation  briefings  were, 
provided  by  INOZC  officers  and  noncommissioned  officers  (NCOs)  to 
senior  Air  Staff  personnel. 7$ 
m  m  The  watch  officer  and  NCO  shift  schedules  were  changed  from 
twe"rve-nour  shifts  to  eight-hour  shifts  paralleling  the  National 
Military  Intelligence  Center  (NMIC)  shift  schedules.  As  a  result, 
morale  improved  and  daily  operational  interface  with  NMIC  analysts 
improved.  The  format  for  the  INOZC  Alert  Officer  Log  was  changed  to 
present  a  more  professional  product.  Also,  an  INOZC  Executive  Summary 
(IES)  was  developed  and  implemented  to  report  concise  significant 
events  for  senior  Air  Force  Intelligence  functions.  Branch 
Operational  Instructions  (OIs)  were  updated  and  new  OIs  created  to 
streamline  and  standardize  Alert  Center  operations.  Attendance  by 
INOZC  personnel  at  the  DIS  I&W  course  continued  and  was  deemed 
extremely  beneficial.7^ 
INOZD  supported  AF/IN,  AFIS  and  AFSAC  through  the  production 
of  8^404  graphic  aids  --  mostly  vugraph  transparencies.  A  total  of 
3,500  visual  aids  were  produced  in  direct  support  of  the  CSAF  daily 
intelligence  briefing.  In  addition,  4,904  visual  aids  were  produced 
for  other  elements  within  the  organization.  Photographic  service  was 
also  a  major  part  of  INOZD  requirements.  INOZD  produced  5,542  35mm 
slides,  820  prints  and  302  pieces  of  art  work  for  publications.  The 
branch  also  provided  direct  support  in  producing  visual  aids  to  many 
key  briefings  such  as  the  Transition  Team,  Congress,  the  Secretary  of 
Defense,  CIA,  general  officers  and  senior  officials.'7 
TARGET  INTELLIGENCE 
    Effective  27  September,  the  Target  Intelligence  Division 
(AFIS/INOT)  was  designated  as  a  full  directorate  (AFIS/INT)  by  AF/IN. 
This  action  was  the  culmination  of  a  lengthy  program  designed  to
establish    AF1S/INT     as     the    focal     point     for    targeting    as    well     as 
mapping,  charting,   and  geodesy  (MCWi  within  the  Air  Force. ?8 
flj  m  The  reorganization  started  in  mid-1981  when  INT  presented  to 
Major^^neral  John  B.  Marks  (Assistant  Chief  of  Staff,  Intelligence) 
the  AF/IN-AFIS  targeting  posture,  its  resources  and  workload. 
Highlighted,  at  that  time,  was  the  fact  the  targeting  function 
supporting  the  Air  Staff  was  totally  reactive  in  nature  and  lacked 
direction.  INT  recommended  targeting  be  refocused  to  work  targeting 
policy  issues  and  provide  more  support  to  the  operational  commands. 
Following  Assistant  Chief  of  Staff,  Intelligence  (ACS/I)  guidance, 
INT,  in  late  1981  and  early  1982,  began  to  move  in  this  direction. 
Manpower  needs  for  the  reorganization  were  identified  and  INT  began 
defining  its  Air  Staff  role.  By  mid-1982  action  had  been  completed  to 
fill  four  new  personnel  billets,  increase  targeting  involvement  in  the 
Joint  and  Air  Force  review  process,  and  improve  lines  of  communication 
with  the  Air  Staff,  Major  Commands  (MAJCOMs),  Department  of  Defense 
(DOD)  agencies  and  Unified  and  Specified  commands.  All  actions 
stressed  policy  involvement  and  increased  operations-intelligence 
interface.'9 
Concepts  and  Applications 
■B  Reorientation  of  the  Concepts  and  Applications  Division 
(AFISnft'A)  resulted  in  the  establishment  of  two  theater  specialist 
positions,  one  officer  and  one  noncommissioned  officer  position  to 
oversee  Air  Force  targeting  resources,  an  additional  weaponeer,  a 
systems  application  officer  position  and  the  hosting  of  the  first 
worldwide  USAF  Target  Intel liqence  Conference. 80 
I  I  Several  new  long-term  objectives  were  identified  for  the 
newTy^eievated  division.  With  a  full  complement  of  manpower  expected 
to  be  in  place  by  the  end  of  the  second  auarter  of  Fiscal  Year  (FY) 
1983,  INTA  was  scheduled  to  include  even  more  objectives  dealing  with 
policy  determination,  direction,  and  operations- intelligence  interface 
rather  than  just  target  intelligence  production  activities.81 
(|p  To  firmlv  establish  INTA  as  the  focal  point  throughout  the 
Air  force  for  targeting  matters,  INTA  began  writing  a  200  series  Air 
Force  regulation  for  targeting.  This  regulation  would  delineate 
target  functions  and  responsibilities  and  would  formalize  other  Air 
Force  target  and  related  MC&G  publications.  Additionally,  INTA 
planned  to  axpand  their  contact  through  more  frequent  visits  to  all 
operational  commands  and  agencies. ^ 
Additional  objectives  included  initiating  greater 
interreaction  and  collaboration  with  the  Air  Force  Directorate  of 
Intelligence  Plans  and  Systems  (AF/INY),  Research  and  Development 
(R&D)    organizations,    and    plans    and   operations   communities    in    systems
development;  within  intelligence,  work  to  assure  collection, 
exploitation  and  dissemination  systems  support  targeting  concepts, 
especially  in  the  area  of  adaptive  olanning,  rapid  retarqeting, 
electronic  combat  and  unconventional  warfare;  and  with  R8.D,  plans,  and 
operational  communities,  work  closely  to  help  develop  improved 
concepts  of  operations  and  applications  for  new  and  established 
systems  which  required  a  targeting  and  MCfcG  perspective.  This  would 
include  assuring  availability  of  test  data  for  the  Joint  Munitions 
Effectiveness  Manual  community,  and  evaluation  of  new  analytical 
techniques  such  as  Tactical  Air  Target  Recommender  and  the  Target 
Prioritization  System.  Additionally,  INTA  expected  to  increase 
emphasis  on  standardization  of  targeting  equipment  Air  Force  wide. ^ 
^Mfc  INTA  also  planned  to  stay  attuned  to  the  fact  modern, 
useable  data  bases  were  vital  to  the  targeting  and  operations 
community.  Toward  this  end,  INTA  began  working  to  enhance  and  improve 
target  and  related  MC&G  data  bases  such  as  the  Future  Strategic 
Targets  List  and  the  Automated  Installation  Intelligence  File  to 
support  weapons  acquisition  planning  and  warfightinq  capabilities. 
This  would  mean  an  increased  involvement  in  identifying  collection 
requirements.  By  ensuring  greater  or  better  use  of  Human  Intelligence 
(HUMINT)  resources,  INTA  could  assure  better  identification  of  target 
elements  for  pinpoint  targeting.  This  would  be  particularly  important 
to  unconventional  warfare  forces  and  to  systems  requiring  detailed  and 
accurate  target  planning. °4 
^  P  Other  initiatives  included  more  participation  in  auditing 
and  evaluating  command  and  joint  exercises,  thereby  fostering 
improvements  in  the  tarqeting  process  and  taraets  operations.  As 
functional  manager  of  Air  Force  Specialty  Codes  (AFSCs)  80BX  and 
201X1,  INTA  would  continue  to  initiate  actions  to  enhance  and  improve 
management  of  the  career  fields.  These  actions  were  scheduled  to 
include:  (1)  a  base  line  review  of  target  billets  in  order  to 
identify  possible  changes  which  would  result  in  more  efficient  use  of 
the  resources;  (2)  closer  collaboration  and  cooperation  with  Manpower 
and  Personnel  Center  (MPC)  on  assignment  actions  affecting  tarqeting 
resources;  and  (3)  individual,  personal  contact  with  all  Air  Force 
targeting  personnel  in  order  to  foster  enhanced  management  of  this 
scarce  resource. 85 
These  initiatives,  coupled  with  INTA's  current  activities 
had  set  them  on  the  road  toward  accomplishing  their  goal.  Their 
improving  manpower  position  would  enable  them  to  branch  out  into  areas 
where  their  expertise  had  been  lacking  and  was  required.  While  the 
intent  to  become  the  focal  point  could  require  some  time  to  reach 
fruition,  Colonel  John  S.  McKenney  (Director  of  Targets)  believed  that 
personal,  frequent  contact  with  all  associated  agencies, 
organizations,  and  individuals  would  help  INTA  achieve  its  goal." 
M  fc  Also  during  1982,  tne  Targets  Directorate  hosted  the  first 
annual  worldwide  Air  Force  Target  Intelliqence  Conference.  General 
Marks  was  extremely  Dleased  with  the  results.  He  stated:  "The  first 
Air  Force  Target  Intelligence  Conference  was  a  pioneering  event,  and  I 
want  to  commend  the  participants  for  their  efforts  in  making  it  a
t>y 
success.  To  my  knowledge,  only  one  other  intelliaence  specialty  has 
attempted  to  gather  its  representatives  from  all  levels  of  assignment 
and  major  commands  to  discuss  the  functional  issues  related  to  their 
discipline."  In  all,  the  conference  was  a  success  and  pointed  out  the 
need  for  an  annual  meeting  of  representatives  from  the  targeting 
community. 8? 
Mapping,  Charting,  and  Geodesy 
Vjp  During  1932,  the  Mapping-  Charting,  and  Geodesy  Division 
(AFIS/INTB)  participated  in  the  Dr."  Hermann  Study  Group  chartered  by 
the  Office  of  the  Secretary  of  Defense  (OSD)  to  study  and  make 
recommendations  to  improve  the  mapping,  charting,  and  geodesy  (MC&G) 
requirements  process. S8 
MM  As  functional  manager  for  the  Cartographic  Geodetic  Officer 
(AFSC57XX)  and  Geodetic  Surveyor  (AFSC  222X0)  career  fields,  INTB 
took  several  actions  to  solve  long-standing  problems  which  had  reduced 
the  effectiveness  of  MC&G  programs.  The  problems  stemmed  from  a 
reduction  in  numbers  and  qualifications  of  personnel  at  a  time  when 
technology  of  cartography  and  geodesy  and  its  application  to  automated 
weapons  systems  were  increasing  greatly.  The  result  was  an 
insufficient  number  of  MC&G  officers  to  adequately  represent  Air  Force 
interests  within  the  Defense  Mapping  Agency  (DMA),  provide  technical 
expertise  within  MAJCOM  staffs,  and  ensure  consideration  of  MC&G 
requirements  and  limitations  during  weapon  system  development. 89 
The  career  field  grew  out  of  balance  with  a  void  in  the 
middle  grades  and  an  overall  manpower  structure  which  did  not  provide 
positions  for  junior  officers  to  gain  training  and  experience.  The 
educational  prerequisites  and  the  training  provided  did  not  keep  pace 
with  advancing  technology.  Two-thirds  of  the  positions  were  in  DMA 
with  consequent  personnel  problems  due  to  joint  agency  manning 
policies  and  the  need  for  officers  to  spend  several  tours  assigned 
outside  the  Air  Force  proper.  The  potential  of  the  new  technology  and 
the  dependency  of  modern  weapons  systems  on  it  had  not  become 
adequately  appreciated  throughout  the  Air  Force  as  a  whole. 90 
During  the  year,  INTB  initiated  several  actions  to  correct 
these^  problems.  Approval  of  an  INTB  request  for  an  occupational 
measurement  survey  of  all  57XXs  and  222X0s  was  granted  by  AFMPC/MPCRPQ 
on  17  January.  A  project  meeting  held  at  the  Occupational  Measurement 
Center  (OMC)on  23  June  set  milestones,  identified  task  subjects,  and 
recommended  interview  locations.  -.  By  the  end  of  the  year,  the  OMC 
project  officer  had  completed  a  draft  task  list  and  distributed  it  for 
review  by  senior  career  field  members. 91 
    On  16  March,  INTB  requested  that  Cartographic  Geodetic 
officers  be  authorized  to  participate  in  the  Air  Force  Institute  of 
Technology's  (AFIT's)  Scientific/Engineer  Continuing  Education 
Program.  Headquarters  Air  Training  Command,  Educational  Division 
(ATC/ED),  granted  approval  on  11  May.  By  using  this  program,  officers 
would  be  better  able  to  keep  technically  current,  and  the  technical 
nature  of  the  career  field  would  be  better  appreci ated.92
■  P  INTB  proposed  a  Functional  Management  Inspection  (FMI)  on 
MC&G  Support  Within  Major  Comnands  and  Research,  Development,  Test  and 
Evaluation  (RDT&E)  Organizations  on  11  August.  The  Air  Force 
Inspection  and  Safety  Center,  Inspector  General  (AFISC/IG),  accepted 
the  proposal  on  26  August  and  made  it  their  first  priority  FMI  for  the 
AFISC  Intelligence  Branch.  Due  to  other  tasking  and  the  loss  of 
personnel,  it  was  scheduled  for  the  summer  and  fall  of  1983.93 
f|  In  order  to  ensure  new  accessions  into  the  57XX  career  field 
e  prerequisites  for  AFIT  advanced  degree  programs  and  were 
equipped  to  take  advantage  of  Defense  Mappinq  School  technical 
training,  INTB  proposed  a  change  to  AFR  36-1  on  26  October.  The 
primary  change  for  both  AFSCs  5716  and  5734  was  a  mandatory 
requirement  for  30  semester  hours  of  physical  sciences,  including 
differential  and  integral  calculus.  Continued  discussions  with  senior 
officers  of  the  DMA  helped  induce  them  to  take  their  own  initiatives 
to  improve  the  personnel  situation.  On  18  August,  they  briefed  the 
ACS/I  and  INTB  on  their  proposed  actions.94 
INTELLIGENCE  DATA  MANAGEMENT 
£■  The  Intelligence  Data  Management  Directorate  (AFIS/IND)* 
planned,  coordinated  and  managed  all  USAF  automated  intelligence 
systems;  performed  Automated  Data  Processing  (ADP)  Single  Manager 
duties  (specified  in  AFR  300-12);  led  the  Air  Force  intelligence 
community  by  managing  development  and  maintenance  of  intelligence 
standard  software;  provided  Air  Force  representation  in  the  Department 
of  Defense  Intelligence  Information  System  (DODIIS)  community 
activities;  maintained  the  Intelligence  Data  Handling  System  ( IDHS) 
financial  program;  and  supported  Air  Force  intelligence  activity 
missions  with  direct  ADP,  special  data  handling  and  staff  support. 95 
__  Throughout  19S2,  AFIS/IND  retained  two  major  subdivisions  -- 
the  Operations  and  DeveloDment  Division  (AFIS/INDO)"  and  the  Resources 
and  Management  Division  (AFIS/INDR).  In  July,  Colonel  George  W.  King 
replaced  Colonel  William  R.  Gray  as  the  director  of  IND.  Colonel  King 
was  previously  Deputy  Assistant  for  Command  Data  Automation  at 
Headquarters  USAFE,  Ramstein  Air  Base,  Germany.  Colonel  Gray  became 
Division  Chief  for  the  Planninq  Division,  Air  Force  Intelligence  Plans 
and  Systems  Directorate  (AF/INYX)  at  the  Pentagon. 96 
■  p  During  the  year,  the  Program  Element  Monitor  (PEM)  function 
for  Communications  PEs  31339  and  31398  was  transferred  to  IND  and 
assumed  by  Major  Steve  Mohan.  -Resources  (S21  million)  were  more 
effectively  programmed  to  support  ADP  communications.  Renovation  of 
building  520  at  Boiling  AFB,  D.C.  was  approved  and  contracted  for  in 
preparation  for  the  move  of  AFIS/INDO  from  building  5631  (also  located 
*   Although  assigned   to  AFIS,  IND  directly  supported  the  Air 
Force  Directorate  of  Intelligence  Plans  and  Systems  (AF/INY).
at  Bollina  AFB).  The  original  renovation  completion  date  was 
projected  as  December  1982  b-jt  was  delayed  until  Calendar  Year  (CY) 
1983.  Work  continued  on  the  construction  of  the  AFIS  Computer 
Facility  in  building  P-20  with  an  estimated  completion  date  in  1983. 97 
IB  The  Modular  Architecture  for  Exchange  of  Intelligence  (MAXI) 
was  declared  the  D0D1 IS  Standard  Single  Processor  Automated  Message 
Handling  System  (AMHS)  in  March.   MAXI  continued  to  grow  in  both 
capabilities  and  in  numbers  of  sites.   In  addition  to  its  previous 
capabilities,  the  MAXI  system  could  now  operate:   (1)  in  a  multi- 
processor confiquration;  (2)  with  an  Intelligence  Data  Handling  System 
Communication  II  (IDHSC-I1)  access;  (3)  as  a  Front-End  Processor  (FEP) 
for  Computer  Aided  Tactical  Information  System  (CATIS);  and  (4)  with 
an  expanded  number  and  expanded  types  of  terminals.  By  the  end  of  the 
year,  eight  MAXI  sites  were  operational.  New  sites  included  the  497th 
Reconnaissance  Group  (RTG)   (Headquarters  USAFE);  the  480th  RTG 
(Headquarters   TAC);   the   Tactical   Air   Warfare   Center   (TAWC); 
Headquarters  Electronic  Security  Command  (ESC)  and  Headquarters 
Readiness  Command  (REDCOM).   MAXI,  designated  as  a  DODIIS  standard 
software  system,  had  generated  growing  interest  throughout  the 
intelligence  as  well  as  the  command  and  control  community.   AFIS/IND 
planned  future  MAXI  installations  at  command  and  control  sites  as  well 
as  additional  intelliaence  sites.98 
„^^,  In  January,  new  Common  User  Baseline  for  the  Intelligence 
Community  (CUBIC)  Confiquration  Management  procedures  went  into  effect 
for  AFIS  contractors  and  the  entire  CUBIC  user  community.  Thesf 
procedures  allowed  areater  AFIS/IND  involvement  and  control  over 
software  problem  reporting  and  solution.  IND  generated  monthly  status 
reports  and  sent  the^  by  message  to  all  CUBIC  users  and  contractors. 
The  Configuration  Manaaement  Plan  for  AFIS  was  also  rewritten.  CUBIC 
users  commented  that  the  detailed  tracking  by  AFIS  produced  timely 
solutions  to  their  software  problems.  In  SeDtember,  Captain  Tony 
Burch  arrived  at  AFIS/IND  to  take  over  Configuration  Management  (CM) 
and  by  October  headed  a  three-man  CM  shop.  IND  CM  capabilities  were 
scheduled  to  increase  with  the  advent  of  the  AFIS  Computer  Facility  at 
Boiling  AFB.  Testing  of  all  future  CUBIC  software  releases  and 
software  fixes  was  planned. 99 
^^  AF/IN,  AFIS  and  the  Air  Force  Special  Activities  Center 
(AFSAcT  Intelliaence  Data  Handling  (IDHS)  users  in  the  National 
Capitol  Area  (NCA)  received  improved  and  expanded  IDHS  capability 
throuqh  the  AF/IN-AFIS-AFSAC  IDHS  Support  Contract.  In  November, 
INCO,  Incorporated  of  McLean,  Virginia,  was  awarded  the  basic  one  year 
contract  with  two  options.  The  contract  included  IDH  Systems 
modification  and  development  and  systems  architecture  planning 
required  in  the  IDHS  Five-Yea-  Plan.  Work  transition,  as  a  result  of 
the  change  in  contractors,  was  not  smooth.  In  some  cases,  software 
developed  under  the  previous  contract  had  to  be  researched  before 
beino  tested  and  implemented  by  the  new  contractor. *0° 
The  IDHS  Steering  Group,  chaired  by  General  Bissell,  met 
three  "times  in  that  period.   Steering  Group  members,  the  Air  Staff