DEPARTMENT OF THE ARMY OFFICE OF TRE ASSISTANT CHIEF OF STAFF FOR INTELLIGENCE ANNUAL HISTORICAL REVIEW (RCS CHIS-6(R2))- 1 OCT 1982 - 3G SEP 1683 UNCLASSIFIED CLASSIFICD EY: Murtypre Sources PECLASSIFY Ci: — OAPE m—~ NOT RELE/SASLE T “SidenaaroN Nations = y
SECTION 1. INTRODUCTION Paranraph MISSION. Loc cc ecw ccc ccc ccc cece ccc eee ee eee eaccccees 1 PErsonnel.... ccc cece cece cece cece sees cesses eceeees ? Staffing... ccc ccc cece rece cen cene snc c esc e cece cane 3 SECTION 2. INTELLIGENCE SYSTEMS An Overview of FY 83.........2..6 bec cccccneee se ecee Major Organizational Changes.........cccccececevees Intelligence Systems Integration Division.......... Signals Intelligence Division.........sccceeceees oe Human Intelligence Division............. cece ees eee Imagery Intelligence Division... ....csccsesecscee eee SECTION 3. COUNTERINTELLIGENCE AND SECURITY An Overview of FY 1983... ... cece ccc ween ran cncane eee Major Organizational Chanaes........cceccccccecccee Continuing Functions. .....ccscccccccccececccccce eee Major ProjectS. .cccsccccccccencvcveccesvseveceveves SECTION 4. FOREIGN INTELLIGENCE An Overview Of FY 83... . cece ce cere cece ere eceneee Major Organizational Chanaes......csccsccccccccsces Scientific and Technical Division.......... eee wens Foreign Intelligence and Threat Management Civision SECTION 5. FOREIGN LIAISON Overview Of FY 83... ccc wees ec cere cnc cc sce asennecces Major Organizational Chanaes: Baten eeeneneeee ee ceseas Attache Coordination Branch..........06. se eeceeeses Foreign Liaison Tours Branch. .......cesccscccsscecs Foreign Liaison Protocol Branch.......cccceceeccees SECTION 6. AUTOMATION MANAGEMENT OFFICE An Overview Of FY 1983... cc eee eee cece cece tenes Major Organizational Changes.......-sseee- cer eceees Narrative of Activities..... cece cence neces ecseccons UMOLALE Vol ice. _- i Wn & GIN) I & GA fag [XQ of
Une: SECTION 7. PLANS, PROGRAM AND SUDGET OFFIC .  Paraaraph Page Major Organizational Chanoes.......... eevee reese aces ] 7-1 ANNEX I. GLOSSARY. ..... cc cece eee eees eer ec ccc ns eeeane I]-} Vi UNCLASSIFIED nd
omtmeia od Ul Ub wore lou SECTION I INTRODUCTION (U) 1. (U) MISSION. The mission of the Oftice of the Assistant Chief of Staff for Intelligence (OACSI) is to provide professional and administrative staff support to the Assistant Chief of Staff for Intelligence (ACSI). The ACS!, as a member of the Army General Staff, is responsible for overall coor- dination of the intelligence and counterintelligence activities of the US Army, and staff supervision of the US Army Intelligence Operations Detachment (USAIOD), and OACSI FOA. The ACSI is the Army observer and representative on the National Foreign Intelligence Board, the Army member of the Military Intelligence Board, Chairman of the Army Classification Review Board, and the Signals Intelligence (SIGINT) focal point for the Army. In discharging these responsibilities, equitable consideration is given to the Active Army, Army National Guard, and Army Reserve. Within the scope of assianed respon- siblities, the ACSI has a relationship to the Chief of Staff corresponding to that of a Deputy Chief of Staff. A more detailed statement of the functions and responsiblities of the ACSI is contained in AR 10-5, Organization and Functions--Department of the Army. 2. {(U) PERSONNEL (U) a. LTG W. E. Odom served as the Assistant Chief of Staff for Intelligence (ACSI) during a1] of FY 83. 8G H. E. Soyster was the Deputy Assistant Chief of Staff for Intelligence (DACSI) throughout the same time period. During FY 83, BG J. W. Shufelt became the Deputy Assistant Chief of Staff for Intelligence, for Foreign and Counterintelligence, replacing departing DACSI BG R. M. Stron. 1-] URCLSSinicD |
UNCLASSIFIED b. (U) Ihe position of Scientific Advisor to the ACSI was established during FY 83, and Dr. B. B. Smith became the first incumbent. c. (U) The Special Assistant to the ACSI, Mr. M. T. Kelly, left OACS! during FY 83. The position of Special Assistant remained vacant for the ‘remainder of the fiscal year. d. (U) Other key OACSI personnel on board as of October 1982 included: Colonel Cc. F. Scanton - OACSI Executive Officer Cotonel J. M. Bryden - Director of Intelligence Resources and Colonel Colonel Colonel Colonel Colonel H. D. R. D. a. Management L. F. Ching - Director of Foreign Liaison P Press - Director of Counterintelligence A Grainger - Director of Intelligence Systems D. Briggs, Jr. - thief of Intelligence Automation Management P Grace II1 - Director of Foreign Intelligence e. (U) Personnel changes taking place during FY 83 resulted in the following list Colone} Colonel Colonel Colonel Colonel Colonel Solonel of other key personnel as of October 1983: C. J. F. Scanlon - OACSI Executive Officer V. Benvenuto - Chief of Plans, Program and Budget (formerly Intelligence Resources and Management} @ - Seymour - Director of Foreign Liaison - P Press - Director of Counterintelligence . £. Harmon - Director of Intelligence Systems. . 0. Briggs, Jr. - Chief of Intelligence Automation ‘“anagement - P Grace ill - Director of Foreian Intelligence. 1-2 UNCLASSIFIED os 5
3. (U) STAFFING. The authorized strenath levels for bath the OACSI Staff and the US Army Intelliaence Operations Detachment remained stable urine FY 83. Manpower totals at the beginning and end cf the fisca) year were: TCT TNT OACSI Staff OFF wo ENL MIL CIV Mpp TOT TOT a USAIOD OFF wo ENL MILs CIV MPP eS — —_ — —— Dp
UNCLASSIFleD SECTION 2 INTELLIGENCE SYSTEMS (U) 1. (U) AN OVERVIEW OF FY 83. The vear was one of personne’ and oraanizatienal changes. Accomplishments are described in succeeding paragraphs for each of the sudordinate divisions. 2. (U) MAJOR ORGANIZATIONAL CHANGES. a. (U) The following personnel changes occurred at the directorate leve). (1) (U) Colonel Harold A. Grainger, the Director of Intellicence Systems retired on 28 February 1983. (2) (U) Colonel Eleas A. Cozanitis assumed the duties of the Director on 21 February 1983. He departed 30 Avoust 1983 to prepare to assume cormand of the Intelligence and Security Command's CONUS Military Intelligence Group on 4 November 1983. (3) {U) Colonel William E. Harmon assumed the duties of the Director on 30 Auaust 1983. (4) (U) Mr. Richard H. Smith, the Deputy Director of Intelligence Systems, departed for a new position with the Defense Inte?lioence Agency on 21 March 1983. The position remained vacant for the remainder of the fiscal year. (5) (U) Captain Leonard N. Leffner, the Executive Officer, departed for an ROTC assiaqnment at the University of Akron on 25 March 1983. (6) (U) Major Kurt K. Siemon assumed the duties of the Executive Officer on 1 April 1983. 2-] UNCLASSIFIED
UNCLASSIFIED b. (U) The Office of Strategic Plans was transferred as a part of an OACS! reorganization from the Directorate of Intelliaence Svstems to the Plans, Program and Budget Office on 1 August 83. 3. (U) INTELLIGENCE SYSTEMS INTEGRATION DIVISION (DAMI-1S1) a. (U) An Overview of FY 1983 (1) (U) The Intelligence Systems Intearation Division (DAMI-ISI), as its designation implies, is concerned with the spectrum of intelligence disciplines, and how they relate and are coordinated into a multidiscipline intelligence collection, analysis and production system at the tactical and strategic levels. (2) (U) With this overall task in mind, DAMI-ISI enaaced in a multi- tude of staff actions to ensure that commanders are provided accurate and timely intelligence required to ensure accurate battlefield decisions. These actions involved consideration, analysis, advice and recommendations concernina the following factors: - Intelligence concepts and doctrine - Intelligence force structure - Intelligence organization, Manning and eauipping - Intelligence operational readiness - Intelligence collections and analysis systems - Intelligence tactical and strategic communications - Intelligence relationships and support to command ard control . Intelligence individual, unit and institutional training. - Intellioence trainina aids and devices 2-2 UNCLASSIFIED cue
UNCLASSIFIED - Intelligence training evaluation methodolooy - Intelligence professional development ~ Civilian Intellioence Career Development Program - Military Intelligence Career Development Program — - Threat training - Membership on PPBES forums to include PDIP panels - Structure on GDIP initiatives and programs - Integration of P2 and P3 initiatives; Programs and budoets - Provision of operational concepts, anatysis and desion for intelligence and automation at ECB and EAC. - Intelligence and reserve component affairs - Intelligence cooperation with allies and potential allies - Intelligence foreign assistance - Army intelligence dependencies, relationships, and interoper- ability with other services and national intelliaence aoencies. (3) (U) During the year, the division again suffered from an unusually heavy turnover of personne). Most of those Teaving had not completed the “normal” three year tour on the Army Staff and there was little, if any, over lap between those departing and their replacements. This personnel turhulence affected the efficiency and effectiveness of the division and placed heavy workloads on the remaining action officers. (4) (U) This summary mentions only the major actions and projects in which this division engaged. It does not account for numerous crisis planning sessions, short notice deployment (e.g., Grenada), no-notice briefings, unsche- duled PPBES and other meetings, and hours of study and thovaht brought to bear by the division's action officers on the many challenges facing Army 2-3 UNCLASSIFIED q
UNCLASSIFliD Intelligence now and in the future. Likewise, in addition to the work nerfarmed by the division's two secretaries, school and summer hires and temporary help, the workload required the expenditure of several thousand dollars in overtime funds for a secretary to work during off-duty hours throvohovt the year. The fotlowing initiatives highlight the accomplishments of DAMI-ISI during the year. b. (U) Major Organizational Changes (1) (U) Personnel Chances: Losses: LTC George Cromartie - May 83 MAJ Kurt Siemon - April 83 LTC Willfam Craig - July 83 Ms Judith Clark - June 83 Gains: Mr. John McGlone - April &3 “~~ MAJ Joseph Blanco - September &3 MAJ Gary McMillan - July 83 MAJ Richard Layton - Ju'y 83 (2) (U) Mission Changes. The division was authorized two additional Civilian spaces, one to manage the Civilian Intelligence Career Procram, (Mr. McGlone was hired in April 1983 to fill this key position); and the other to head the Concepts, Doctrine and Structure Team. c. (U) Narrative of Activities (1) (U) Continuina Functions. The division performed those functions assigned by OACSI Regulation 10-4. The division also represented the ACSI and intelligence (and those of the operations staff in many instances) interests in humerous projects, conferences, work groups, etc., at the joint, departmental and community levels as well as at those sponsored by various major commands and their subordinates. These included participation in or contribution to the following: to (a) (U) Analysis of Military Organizational Effectiveness (AMORE) Study. 2-4 UNCLASSIFIED 1A
(b) (c) (d) (c3-cMm). (e) (f) (TACS/TADS). (9) (h) (U) (U) (U) (u) (U) (U) (U) Systems (JINTACCS). (i) bed. (3) (k) (1) (m) (n) (0) (p) (ce) (r) (s) (t) (u) (Uv) (U) (U) (U) (U) (U) (U) (U) (U) (U) (U) (U) (U) UNCLASSISiED Army Command and Control Master Plan (AC2MP). Army Battlefield Interface Concept (ABIC) Command, Contro?, and Communications-Counter Measures Worldwide Military Command and Contro) System (WWMCCS). Tactical Air Contro! Svstem/Tactical Air MNefense System Army Force Modernization Coordination (AFMCO). Joint Interoperability of Tactical Command and Contro! Battlefield Explottation/Taroet Accuisition (BETA) Test Maneuver Control? System (SIGMA) Integrated Tactical Communications System (INTACS). Single Channel Ground Air Radio System (SINCGARS). Mobile Subscriber Equipment (MSE) Tri-Service Tactical Communications (TRITAC). Tactical Satellite Communications (TACSATCOM). Defense Satellite Communications (DSCS) Joint National intelliaence Dissemination System (JNIDS). Automated SIGINT Distribution System (ASDS). MICROFIX . Defense Intelligence Technical Forum ‘DITFOR V). Army Spectrum Management (ASM). 2-5 UNCLASSIFICE ii
UPCLASSIFILD (v) (U) Joint Tactical Information Distribution System (JTIDS). (w) (U) Automatic Secure Voice Communications fAUTOSEVOCOM IT). (x) (U) Tactical Communications Mission Area Analysis Advisory Study Group. (y) (U) Army Tactical Communications System (ATACS). (z) (U) MOHAWK (OV-1D) and Associated Sensor/Data Lint. (aa) (U) Special Electronic Mission Aircraft-X (SEMA-x). (bb) (U) Remotely Piloted Vehicle/Target Acavisition Designation Aerial Recon System (IPRV/TADARS). (cc) (U) Remotely Monitored Battlefield Surveillance System (REMBASS). | (dd) (U) Night Vision System Counterfire Radars (AN/TPS-326 and 37). (ee) (U) Intelliaence, Security, and Electronic Warfare Mission Area Analysis Study Advisory isroup. (ff) (UY Test Schedule and Review Committee (TSARC) Five-Year Plan (FYTP). (ag) (U) Mission Essential Need Statements (MENS) (hh) (U) REDTRAIN Executive Plannina Committee (REPC). fii) (U) FORSCOM Annual OPFOR Conference (jj) (U) Reauired Operational Capability (ROC) Coordination. (kk) (U) Sensor System Integration. < (11) (U) Materiel Acouisition Resource Committee (MARC). UiCLASSIFIED
UNCLASSIFIED (mm) (U) Foreion Military Intellioence Trainina and Special Projects. | (nn) (U) JCS/ARSTAF Actions on Security Assistance (oo) (U) Total Army Analysis (TAA-RQ). (pp) (U) Joint Surveillance, Taraet Acquisition, and Reconnaissance System (J-STARS). (qo) (U) DCI Foreian Language Training Committee (FLTC). (rr) (U) MOBEX (ss) (U) ACSI PPBES forum (tt) (U) Tactical Intelligence and Related Activities (TIARA) Congressional Justification Book (CJB). (uu) (U) Joint Tactical Fusion Prooram (JTFP) (vv) (U) MICROFIX (ww) (U) Distributed Command and Control Svstem (DCCS). (xx) (U} ACSIGRAM (2) (U) Major Projects (a) (U) Tactical Intellioence Readiness Trainina (RENTRAIN) 1 (U) The REDTRAIN Program is directed by the ACSI and is promulgated by AR 350-3. It is manaaed at the DA level by an action officer assigned to this division. The proaram is aimed primarily at US Army intelli- gence personnel assigned to active and reserve component tactica? intelligence units and staffs or who are members of the Individual Ready Reserve The acals of the REDTRAIN program are to: -— a. (U) Assist tactical intelligence personne’ to build on the initial intelligence skills acquired in institutional trainina. The objec- tive of the additional trainina is to achieve, maintain, and improve the tech- nical and foreign Janguaae skilis reouired of them to perform their wartime 2-7 ' oneal aie . UNCLASSIFICD 1
UNCLASSIFIED intelligence, electronic warfare (EW), and counterinte’liaence (C1) support functions. b. (U) Assist tactical intelligence units to achieve the level of technical competence necessary for them to perform their wartime intelligence, EW, and CI support missions. c. (U) Assist tactical intelligence units and personne) in providing professional, ouality intelligence products to the units which they support. d. (U) Employ tactical intellicence resources to satisfy departmental and national intelligence recuirements. 2 (U) Lack of funds and other action officer priority travel reauirements severely limited the ability of the REDTRAIN program manacer te conduct staff visits to units participating in the proaram. This impacted negatively on program management from the DA level, particularly in view of increased expansion of the program. However, added reliance placed on the US Army Intelligence and Security Command (INSCOM), the program Executive Agent, made up, in part, for this weakness. 3 (U) During the year, continued expansion of the program evolved in several areas: a. (U) The US Army Reserve Personne? Center (ARPERCEN) completed the development of a concept to bring intellicence.specialists who are members of the Individual Ready Reserve (IRR) into the program. The concept involves the grouping of these specialists into Reinforcement Training Units (RTU) in accordance with AR. The RTU will then train very much as do US Army Troop Program Units (TPU), relying on Consolidated Trainina Facilities (CTF) to provide the bulk of technical and foreign lanauace refresher training. ARPERCEN planned to test this concept in the St Paul/Minneapolis reason ear'y in FY 84 because of the presence of a pilot CTF in St Pau). UNCLASSIFicD 2-8 @e -4 1 4
UNCLASSIFIED b. (U) Continued social and paramilitary turmoil in Central America offere¢ numerous live environment training (LET) opportunities for intelligence personnel with appropriate technical and foreion languace skills. c. (U) Over 3000 tactical inteltigence specialists {out of 7000) took advantage of world wide LET opportunities during the year. This represents an increase of approximately 800 compared to the year hefore. 4 (U) Shortages and diversions of funds prevented the DA Prooram Manager from visiting field units throughout the year.: This lack of contact probably had a derogatory effort on overall program development. 5 (U) The REDTRAIN Executive Planning Committee (REPC) recommended the revision of AR 350-3, Tactical Intelligence Readiness Trairina. The DA Program Manager assumed responsibility for this revision. The first draft was disseminated for comment to al) MACOMs and the Army Staff in late September 1983. (b} (UL Speciatty Preconency 1 (U) AR €00-3, Army Specialty Proponent System, transferred proponency for officer, warrant officer and enlisted specialities and career management fields from the Army Staff to service schools. The charae was to become effective in December 1983. 2 (U) The designated MI Proponent is the US Army Intelligence Center and School and the role of OACSI was chanoed to Principal Coordination Point for the Army Staff. Proponent agencies are responsible for oatherina information, identifying and prioritizing issues, formulating alternatives, coordinating actions and causing change. The ranae of proponent issues includes force structure, personnel acouisition, training and education, distribution, 2-9 UNCLASSIFIED
UNCLASSIFikw unit deployment and sustainment, professiona? development, and separation. Proponents do not, however, exercise authority over individual personnel manaae- ment decisions normally performed by the US Army Military Personne? Center. OACSI, as the Army Staff Principal Coordination Point, assists the proponert agency in the conduct of propency related activities and evaluates proponert recommendations in OACSI areas of interest. (c) (U) Foreign Language Initiatives. as Service Prooram Manacer for foreign language OACSI has worked on the following lanauage related initia- tives: 1 (U) Army Language Proaram: At present the Army language program is undergoing review. Revisions of AR 350-20 ‘the Defense Larouace Program) and AR 611-6 (Army Linauist Management) have recently heen completed. ODCSOPS and MILPERCEN are the perspective proponency for the reaulation. 2 (U) Chief of Staff Reaulation: A Chief of Staff reaula- tion which assians Army staff responsibilities and procedures unioue to manace- ment of the Army Lanquage Proaram has been prepared and is in final staffing. 3 (U) Incentive Pay Package: In the fall of 1983 the Secretary of the Army expressed concern about shortages of linguist and incen- tive pay for lanquage proficiency. The general feeling is that incentive pav would provide: a. (U) Motivation to maintain language proficiency in both high and low density lanaquaces for both officer and enltsted linguists. b. {U) Incentive to increase proficiency. c. (U) Positive effect on soldier retention. - ~~ A proposed pay package was prepared for the Secretary of the Army throvah the Chief of Staff informing him of critical Tanguage shortfalls and addressing the incentive pay issue. Action is still onaoing at the VCSA Tevel. 2-10 UNCLASSIFIED La 16
UNCLASSIFIED 4 (U) Multi-Source Career Development Lanovace Trainina, Civilian and Government Institutions, CONUS AND OCONUS: This initiative was developed to take full advantace of the wide range of lanauvace trainina options available through other federal agencies and US and foreion academic institu- tions. This initiative has been partially implemented by the Defense Lanauaoce Institute (DLI) for intermediate and advanced language training. WCOs are authorized to participate in the program when it has been determined that the training is cost effective. 5 (U) Refresher Training in Europe: An INSCOM/USAREUR jointly developed initiative to create a lanauace training center in Munich, Germany, received HQDA approval in May 82 for implementation in first ovarter FY 83. INSCOM provided eight military and two civilian manpower spaces and is operating the center. USAREUR provided six civilian spaces and is providina funding for the initial facility renovation. The center provides languace refresher, sustainment and maintenance trainina opportunities for up to 540 linguists per year. Training is concucted by vortract-bire retive Vinouvists and is available to all soldiers assigned to European tactical ard strategic intelligence units. The courses are six weeks in duration and cover the Russian, German and Czech lanauages. (d) (U) Opposing Force (OPFOR) Procram 1 (U) The OPFOR Program is directed and managed by the ACSI and is governed by AR 350-2. It is aimed primarily at combat units and personnel. The objectives of the prooram are to: a. (U) Develop an appreciation of the capabilities, strengths, and weaknesses of the combat doctrine, tactics, eauvipment, and organization of the armed forces of potential adversaries. b. (U) Develop a sense of purpose in trainina hy focusina —_— on potential rather than fictional adversaries. UNCLASSIFIED 2-1) oh 17
UNCLASSIFIED c. (U) Provide realistic field trainina throuat opera- tions against a noncooperative opposina force that uses the tactics of potential adversary armed forces. d. (U) Improve and expand unit combined arms capabilities. 2 (U) The DA Program Manager completed coordination of the revised AR 350-2 which was published and issued in June with an effective date of 15 July 1983. The revised AR clarified program objectives, planning and programming, responsibilities, and the role of foreian materiel for trainina (FMT) in furthering the aims of the program. 3 (U) The DA Program Manager conducted world wide OPFOR conference on 10-11 August 1983 at the Pentagon. Participants included representatives from TRADOC, FORSCOM, USAREUR, WESTCOM, INSCOM, SOUTHCOM, and the Army Staff. a. (U) The primary purposes of the conference were to ensure a common understanding of roles and responsibilities for program im- plementation in view of the revised AR 350-2 and to determine ways to inviccrate the program. b. (U) Agreement was reached on the following major points: (a) (U) MACOMs must plan and prooram for FMT as for other resources, in accordance with Planning, Programming, Budgeting, and Execution System (PPBES) procedures. - (b) (U) TRADOC, through its OPFOR action agency, must undertake to simplify OPFOR training products, insure that the OPFOR program supports the training of ARTEP tasks and focus only on key threat events criti- cal to that training, minimize preparation time and resource reavirements for units assuming the OPFOR role and focus the program on unit trainers vice intelligence officers. UNCLASSIFIED 2-12
UNCLASSIFIED c. (U) The program continved to suffer from a shortace of funds to acouire mocern FMT. (e) (U) All Source Analysis System (ASAS) 1 (U) The ASAS program is developing for the Army badly needed ‘automation Support for acouisition, processing, analysis, and dissemination of intelligence and target data in support of the tactical commander. ASAS jis en- visioned not only as automated support to processing and analysis, but also as part of the Army concept for automation support to command and control, known as Command Control Subordinate Systems. 2 (U) In January 1983, the Chief of Staff, Army (CSA) approved a management acauvisition strateoy for an accelerated fielding of an ASAS capability. BG Salisbury was appointed to head the Joint Tactical Fusion Prooram Management Office (JPFPMO), which is building the ASAS for the Army and the Enemy Situation Correlation Element (ENSCE) for the Air Force. 3 (U) Jet Propulsion Laboratory (JPL) was chosen as the primary implementing contractor for the ASAS/ENSCE and by Mav 1983, had published their initial draft of the Baseline Functional Description of the two systems. Following a summer jn which Army and Air Force comments were used to modify that first draft functional description document, a revised version was presented to the Army in September 1983. 4 (U) As of the end of FY 83, JTFMO and JPL were awaitina final approvat from the Army and Air Force for the description of the ASAS/ENSCE, cocument. The service staffing procedures that had been initiated were expected to be completed by February 1984. (f) (U) AN/TYC-39 Automatic Message Switchina 1 (U) The AN/TYC-39 messaace switch accepts, processes, stores, delivers and accounts for message traffic at Corps and above echelons for Army tactical units. It is part of the TRITAC architecture. 2-13 UNCLASSIFIED ov 419
UNCLASSIFIED 2 (U) The switch has been developed with the dual capability of handling two types of communication messaaes -- "PR" handles normal messace traffic and "Y" handles SSO traffic. The "R" capability has been accredited by the Defense Communications Agency (DCA) and the National Security Agency (NSA). 3. (U) DIA reouested DSSCS routing indicators and refererce material to include the joint operating reovirement prior to DIA’s certifying tre “Y" mode. 4 (U) The switch is currently being fielded; however, the “Y" mode has not received final accreditation. (g) (U) Saudi Arabian Joint Intellisence School {JIS} 1 (U) The JIS, started in July 1980, continues to operate. 2 (U) The US Technical Assistance Fietd Team (TAFT), consist- ing of a USA major, USAF captain and USA warrant officer, assisted in presentation of major courses in Tactical Intelligence and Imagery Interpretation. New minor courses in strategic intelligence were given and consisted of Army, Navy, and Air Force overviews. 3 (U) The TAFT completed its work in July 1983. The Saudis are now running the JIS. US Army is providing one warrant officer to assist in imagery interpretation instruction. 4 (VU) No major problems were encountered and the outlook is for the above courses to continue with less US assistance in the near term. (h) (U) New MI Officer Course, US Army School of the Americas (USARSA) 1 (U) Efforts to improve intelligence training for Latin American officers were directed at formulation and presentation of a tactical intelligence officer course at USARSA. OACSI coordinated with the US Army Intelligence Center and School (USAICS), TRADOC and others to prepare a compre- hensive, unclassified Program of Instruction (POI). 2-14 UNCLASSIFIED . 20
UNCLASSIFIED 2 (U) OACSI coordination with USAICS resulted in USAICS pro- viding two qualified instructors, fluent in Spanish, to work at USARSA on extended - TOY. These officers taught the first iteration of the MI Course at USARSA durino FY 83. (i) (U) MI Branch Functional Review 1 (U) Under the provisions cf AR €C0-3 Army Specialty Proponent System, the Army DCSPER chairs functional reviews of issues relatina to the various branches. The second MI Functional Review is scheduled for 18 November 1983 to review issues related to MI authorizations, projected re- sources and initiatives under study by the proponent agency. Key personne’ ex- - pected to attend include the DCSPER, ACSI, and INSCOM and USAICS Commanders. 2 (U) 22 major issues from 1982 were reviewed durino the re- view, each having required action by the proponent or a specified aoency or ele- ment of the ARSTAF. The proponent presented three major actions that addressed many of the issues: a. (U) Detailed review and revision of authorization cocu- ments in conjunction with major commands; b. (U) A complete enlisted career management field review by the proponent to identify doctrinal structure, trainina and career manacement deficiencies; c. (U) Development of a training strateay to implement a plan for a single accession specialty for military inteliioence officers. (j) (U) Dynamic Planning System (Hewlett Packard Proiecti. The division continued the effort to develop an automated management system usina a Hewlett Packard desktop computer. The data hase design is continuing and specia) applications programs are under development to allow OACSI personnel to track UNCLASSIFIED 2-15
HOLASSIF ILD intelligence requirements, which are aeneratec by numerous Army and Department of Defense (DOD) plans, and the resources necessary to satisfy those reouirements. The current displays allow planners to cepict sensor data feauipment) and to evaluate the impacts on the intelligence community's ability to satisfy reavire- ments of adding or deleting equipment. The US Army Intelligence Center and School (USAICS) will participate with GACSI in the development of data base and oraphics displays to satisfy common requirements. (k) (Uj) “Improvino the Analytical Processina and Interpretation of Intellicence: An Integration of Human Analysis and Automation in Training (INTACT)” . 1 (U) INTACT Is a Joint OACSI, US Army Intelligence Center and School (USAICS) and Army Research Institute (ARI) contract effort to follow up on a pure research effort conducted by ARI and LOGICON, Inc. for INSCOM. The current 3-year contractual effort is designed to produce training materials for USAICS which will use the concepts and principles Yearned in the initial study effort. ACSI, ARI and USAICS have sioned a Memorandum of Understanding (MOU) to support this effort. The initial contract was jet on 30 September 1982 with LOGICON, Inc. 2 (U) Training materials have heen devetoped and incorporated into the officer training courses at Ft Huachuca. Continuing efforts involve development of training materials for incorporation into the enlisted courses. 2-16 UNCLASSIFitb Nm te
UNCLASSIFIED 4. (U) Signals Intelligence (SIGINT) Division (DAMI-ISS) a. Overview {(U) The actions conducted by the SIGINT Division during FY 83 were focused in essentially four key areas: planning, orchestrating, and ensuring the adeauacy of tactical and strategic SIGINT support to US Southern Command: altering US SIGINT policy and procedures in order to enhance the level of tac- tical SIGINT support available at division and corps level; takine positive and imaginative actions to improve the effectiveness of tactical SIGINT training and training evaluation; and maintaining the momentum achieved in the Technical Reconnaissance and Surveillance (TECRAS) program arid the newly formed Measurement and Signature Intelligence (MASINT) Subcommittee of the SIGINT Comnittee. b. (U) Major Oroanizational Chanaes. During the year, the CCP management Team and the Policy and Requirements Team were merged to form the Planning, Programming, Budgeting, and Evaluation System (PPBES) Team, The purpose of the merger was to forse closer links between policies and the proeram budcoet actions required to implement them. SIGINT Division action officer agains were Ms. Teresa C. Bigler (May), MAJ Stephen C. Conrad (July), LTC Peter B. Johnson (August), Mr. Gene E. Mallott (February), and MAJ Thomas M. McLaulin (July). Action officers losses were Mr. Joseph Hayes (February), LTC Werner Unzelmann (June), MAJ Robert R. Murfin (July), and LTC Robert E. Resch (retired, Aucust). - 2-17 UNCLASSIFIZ9
Kev Personnel: Colonel Frank Zachar, Chief, SIGINT Division (3 Aua 82) Mr. Philip E. Laviane, Chief, Planning, Programming, Budgeting, and Evaluation System Team (21 Jan 80) LTC Peter B. Johnson, Chief, Military Support Team (11 fuo 83) Ms. Liane Lindsey Williams, Chief,, Electro-Optics Team (Jun &1) c. (U) NARRATIVE OF ACTIVITIES. (1) (U) The Signals Intelligence Division performed throuahout the year those functions assianed by OACSI Reoulation 10-4. (2) (U) Planning, Proarammino, Budaetina, and Evaluation System (PPBES) Team. (a) (U) Continuina functions. The team served as the Departmert of the Army focal point for Signals Intellicence policy, plans, proorams, and opertions. It also participated in Army and intelligence community sponsored studies which support the development of new systems or capabilities, and repre- sented the Army at DCI-level committee meetings and forums. The Team provided the Army member for the followina major fora: 1 (U) The DCI SIGin! Committee. 2 OO (cLassiF1eo BY: QMBMets 25 sep 75, ectassity on OADR)
3  (U) The SORS (classified compartmented if expanded). The SORS is a permanent subcommittee under the DCI SIGINT Committee responsible for receipt, approval, and subsequent generation of intelligence guidance in response to tasks to be levied on national resources. The SORS continually monitors requirements and provides collection and processing guidance for both long and short term needs. 4 {U) Representation to the Program Manager of the Consolidated Cryptologic Program (CCP), for the purpose of program development and review, and budget formulation, justification, and defense. The goal is to ensure that Army interests were properly and adequately addressed. 5 yf The newly created interagency working croup, ee began meeting in March, was char- A cerns itself with monitoring the purpose of actions taken towards meeting the management objectives of the iy (CLASSIFIED BY NSA Memo, 13 Jun 83, Declassity on QADR.) (bd) (U) Major Projects.
self 9 MA Science and Technology. ! (CLASSIFIED BY 0464777, Declassity on OADR). 10 Jor For FY 1983, the Army obligated $171.4M TOA for the CCP with an end strength of RE” (CLASSIFIED BY DCI Memo, 22 Dec 81, Declassity on OADR) 11 Jo For FY 1984, the Army projects a CCP TOA of $186.4M with an end strength of Gr The increased dollars over FY 83 will pay for the additional manpower and for military and civilian pay raises, inflation, and increased support costs (iy The additional Qi manpower spaces are required Qa (CLASSIFIED BY DCI Memo, 22 Dec 81, Declassiry on OADR). 12 Rr Army requirements were generally met in the FY 85-89 CCP which provided $244.5 any manpower spaces for FY 85. The notable increase in TOA is largely a result of inclusion of Retired Pay Accrual
in the Military Pay factors. (CLASSIFIED BY OCI Memo, 22 Dec 81, Declassify on OADR) (3) (U) The Electro-Optics Team. (a) will NCT RILEASABLE TO FORESS3 NATIONALS ASECRET
(CLASSIFIED BY: INSCOM PAM 380-7, Declassify on OADR) (CLASSIFIED BY: INSCOM PAM 30-7, Declassify on OADR) (4) (U) The Military Support Team. (a) (U) The Military Support Team used meetinas, Sriefinas, and information papers to maintain close contact with other Army’ Staff elements, other service staffs, Army agencies, and national intelliaence agencies. Members served as committee members on the Joint Proforma Workina Group and as participants in several other ad hoc intelliaence and operations working groups. EASABLE TO IGN NATIONALS 33
(CLASSIFIED BY DoD Directive S-5200,17(M-2), Declassify on OADR). 4 (U) Manual Morse Intercept Consolidated Training. TPADOC has proposed the consolidation of Manual Morse training under the Executive Agency of the Army at Ft. Devens, MA. The Navy has objected on the basis of its not being cost effective, raising the ouestion of the role of STATUETTE (upgraded manual morse training capability) in the consolidation process. The services are reviewing the consolidation of the International Morse Code Basic Course through ITRO (Interservice Training Review Organization). It is expected that a decision will be made during FY 84. 5 (U) Field Assistance Visits. A Field Assistance Visit program was established by joint action of Headouarters DA and the Nationa? Security Agency. Ouring FY 83, tactical SIGINT units in USAREUR were visited by the team. The team provided assistance to USAREUR units in resolvira svste- mic and technical problems surfaced by the units. Followup action is monitored by NSA and DA until resolved. Visits are planned for the MACOMs in FY 84 and 85.
io ae 5. (U) Human Intelligence (HUMINT) Division (DAMI-ISH) a. {U) An Overview of FY 1983. (1) (U) HUMINT action officers used briefinas, information papers, and meetings to keep close contact with the Army Staff, the Office of the Secretary of Defense (0SD), the Intelligence Community (IC) Staff, the Office of Management and Budget (OMB), and Congressional staffers. Action officers also attended various training courses and conferences, and visited with operational units overseas. eed ts hae oy cg 37
r _— « te Jisied FY 83 FY 84 FY 85 FY 86 FY 7 FY @R Actual Estimate Estimate Estimate Estimate Estimate ee, peter el qual ey (Classified by DIAM 58-11, Declassify on: OADR) b. (U) Major Oroanizational Changes. (1) (U) Oraanizational Chances: No chanaes were instituted in FY 1983. (2) (U) Personnel Chanaes: In October 1983, LTC(P) William J. Foley became the Chief of HUMINT Division. He came from the National War Collece at Fort McNair, Washington, DC. LTC Foley succeeded Colonel B. L. Lane, who was assigned to DIA. (a) (U) Other personnel losses: {— LTC Gerald R. Lewis was aseioned te Fort Hood, Texas. ino Mr. Craig Miller resioned. 3 SSG Pat Reddic ETSed. (b) (U) Other personne? gains: J LTC Timothy A. Miller from Second Infantry Division, Korea. c. (U) Narrative of Activities. ETT TIES: ~~ —_? > Continuing Function: LL NTE > (a) (U) Foreign Materiel Acouisition: é 2-32 NOT RELESS oe: “38 FORE, Sitte
errrs OADR) assified by DIAM 58-11, Declassify on: OADR) (b) (U) Attache Briefings: HUMINT Division briefed approxi- mately 60 Army and Assistant Army Attaches on aspects of Army HUMINT intelli- gence collection regulations. (c) (U) HUMINT Division continued to be the Army General Staff point of contact for bioaraphic sketches on foreign military and civilian leaders. (2) (U) Major Projects. (a) (Classified by DIAM 58-11, Declassify on: OADR) 2-33 :Cc wile NOT RELEASs MTA TIONALS
(Classified hy DIAM 58-13, Declassify on: OADR) (e) (U) The first class of the Defense Stratesic Debriefer and Interrogator Training Course graduated on 19 September 1983. The oraduation speaker was provided by DAMI-ISH. Army fs Executive Agent for the course which is taught at the US Army Intelligence Center and School at Fort Huachuca, Arizona. A second running of the course was completed before the _ end of 1983 and it was expected there would be approximately six runninas a year. From the beainnina the course received high praise by participants and observers and is reaarded as the premiere training course for Service HUMINT debriefers and interrogators. Bibliography: Files are maintained by DAMI-ISH, Room 28479.
UNCLASSIFIED 6. (U) Imagery Intellicence, Topooraphy and Meteoroloay (DAMI-1SP) a. (U) Overview of FY 83. Imagery Inteligence, Topooranky and Meteorology Division continued to manace the Army's imaaery, topoaraphy and meteorology activities. The division continued to provide primary Army renre- sentation throvghout the DCI's Committee on Imagery Reconnaissance and Exploitation (COMIREX) structure. b. (U) Major Oroanizational Changes. Imagery Intelligence, Topoaraphy and Meteorology Division had no personnel turnover durina FY 83, and no chances were made in the organizational structure. c. (U) Narrative of Activities - Continuina Functions. The Imagery Intelligence, Topography and Meteorology Division continued to perform functions as assigned by OACSI Regulation 10-4. Specific accomplishments within onaoino functional areas included: (1) (U) DAMI-ISP provided primary Army representation to the COMIREX and its subordinate organizations. The COMIREX has been functionina as the intelligence community's forim for discussion and establishment of national ima- gery reconnaissance collection and production requirements and priorities. Within CONIREX'’s major subelements DAMI-ISP provided the Army representative to each as indicated. COMIREX Army Principal Member COL Howard J. Flovd Army Alternate Member (Primary) LTC Bruce M. Leonard (Secondary) MR Michae? D. f\'Byrne MC&G Subcommittee Army Principal Member LTC Roger M. Ryan Army Alternate Member MAJ Robert F. Kirby 2-36 Hint accicien on 42
UNCLASSIFIED Imagery Planning Subcommittee Army Principal Member LTC Bruce M. Leonard Army Alternate Member MR Robert H. Crittenden Exploitation Research & Development Subconmittee Army Principal Member MR Robert H. Crittenden Army Alternate Member MR Joe Varnadore (IPD) Army Observers MR George Lukes ‘ETL) MR Clyde Rerndsen fASPO) Operations Subcommittee Army Principal Member MR Michae? 2D. Q'Byrne Army Alternate Member MR John A. Lewis (INSCOM) (2) (U) AR 34-1 assigns DAMI-ISP as the Army Action Agent for three International Military Standardization workina aroups involvina imagery and reconnaissance; the NATO imagery Reconnaissance and Interpretation Working Party (IRIWP), the ASCC Working Party 52 (Aerial Reconnaissance) and the ASCC Kortina Party 101 (Imagery Interpretation). During FY 83, DAMI-ISP was able to increase its participation in these areas, however the 1983 IRIWP was postponed until the summer of 1984. Future participation at these vital international meetinas jis planned, but active. attendance will be driven by travel fund availability. (3) {U) DAMI-ISP participated in a significant updatina of CONUS mapping requirements during the annual submission of Army Mappina, Charting, and Geodesy production priorities to the Defense Mappina Agency. A zero-based assessment and survey of all requirements was completed by subordinate commands and refined at OACSI to reduce many reauirements and mapping efforts toward priority operational plans and major training areas. ODAMI-ISP supported con- tinued funding of the Quick Response Multicolor Printer (QRMP) proaram. 2-37
UNCLASSIFIED Preparation of the Army Evaluation Plan for the DMA Prototyne Dicital Terrain Analysis Data Base was coordinated by the Enaineer Topoaraphic Laboratories (DARCOM Agent) and the Engineer School (TRADOC Agent) as the initial phase of the Digital Topographic Support System (DTSS) development. (4) (U) As the central focal point for management of Army meteorologi- cal activities, significant proaress has been made this year to develop the meteorological support program for the Army. The ACSI's concerns about the Tevel and type of meteorological and environmental support that the Army was receiving drove the development of a plan to correct the deficiencies. The plan became The Meteorological/Environmental Plan for Action Phase II or simply the Met Plan. The Met Plan established an office at Ft. Leavenworth to manage the day-to-day operational, trainina, and research aspects of weather support to the Army. The office will have a positive impact on the Army weather support by determining operational shortfalls, developing the requirements for research and development, and ensuring that the proper training is provided to capitalize on the new developments. The goal of OACSI is to put the weather hack into the definition of Army intelligence. . (a) (U) The TRADOC Weather and Environmental Support Office (TWESO) was established at CACDA, Ft Leavenworth, KS. The TWESO is the manacer of the operational, training, and research aspects of weather support in the Army on a day-to-day basis. Before the TWESO was established anv day-to-day weather support issues that were worked by the OACSI staff meteorologists required coordination through the Air Staff. As a consequence the timeliness of these actions left much to he desired. Combine this factor to the breadth and scope of the day-to-day issues from communications, training, research and deve- lopment, reouirements for direct and indirect weather support, committee mem- bership on DoD and NATO working Groups, and other routine staff work, the 2-38
UNCLASSIFIED workload for two individuals hecomes unmanageable. The TWES@ will pick up much of the time consuming tasks leaving the OACSI staff meteorologists free to assume a positive role in the manacement of the meteorological proorams in the Army. The new office and the corresponding chances in the mission and structure of the meteorological staff function in OACSI did come into effect in FY &2. TWESO was authorized to hire six persons for the staff. The Met Plan provided for an 11 personnel staff. The staff and personnel actions to heain the hirina were not completed in FY 83. (db) (U) The meteorologists represented QACSI at.a variety of meetings. Some examples of the meetinas are; Energy Conservation Work Group, NATO, Canadian US Regional Planning Group, Environmental Affairs Workina Group, DoD Science and Technology Review Panel, Army Science Beard, and the joint Air Force/Army Weather Communications Workino Group. In the area of policy develop- ment and documentation, the meteoroloay section ceveloped and published Army Pamphlet 115-1, Requests for Climatological Support to Army Activities. (c) (U) OACSI sponsored a study to determine the Army reauire- ments for weather support. The study is beine conducted by the Jet Propulsion Laboratory, Arroyo Center. The study is expected to be completed in December 1984. (d) (U) OACSI jointly sponsored a stucy with the Air Force. The joint study is focusing on the level and type of weather support provided hy the Air Weather Service through the year 2300. This study is schéduled to he completed in early FY 85. (e) (U) The procurement of the artillery Meteorological: Data System (MDS) was delayed. Initial procurement due in FY 84. 2-729 UNCLASSIFIED on Cs |
CLL i rograms, Battlefield Environmental Effects (f) (U) Software Systems (BEtS) and Tactical Weather Intelligence (TW1) were developed respec- tively by ETL and ASL to determine the eftects of weather on battlefield equip- ment, personnel, and tactics. The products are designed to operate on the MICROFIX computer system and should provide the commanders with an-added dimen- sion of weather and environmental support to the Army. The core programs have been written. Distribution to field units is scheduled during FY 84. (g) (U) The issue concernina the structure of the Air National Guard Weather Flights supporting Army reserve units was resolved. The weather flights would be aligned under a CEW] unit if available and with the Headquarters Company where a CEWI unit has not been formed. This issue had been open since 1978 when the weather flights were first given an Army support mission. Resolution of the issue will allow the Weather Flights to receive Army equipment for training. (5) aT (CLASSIFIED BY: MULTIPLE SOURCES: DECLASSIFY ON OADR) (6) (U) DAMI-ISP provided OACSI representation for the Army's Tactical Exploitation of National Capabilities (TENCAP) program. In addition OACS!
C represented Army interests in the Defense Reconnaissance Support Program, a DoD level eftort to improve national intelligence support to operational commanders. Other key activities in this field involved preparation for a JCS Special Project (GRAINY HIDE) conducted in March 1983. That special project {involved REDCOM and CENTCOM forces and. evaluated various aspects of national intelligence Support to tactical forces. (CLASSIFIED BY MULIIPLe SOURCES, Declassity on OADR). (8) (U) DAMI-ISP continued to represent the Army in the Peacetime Reconnaissance Program by staffing the worldwide Monthly Reconnaissance Forecast. ISP also provided information on Army intelligence Systems (IMINT, SIGINT and HUMINT) to the Joint Staff and DoD. Duties required daily liaison visits to the Joint Chiefs of Staft (JCS) Joint Reconnaissance Center (JRC) and monthly briefings for the Army Staft Principals (CSA, VCSA, DCSOPS, ACSI). This briefing is later given to the Joint Chiefs assembled prior to being briefed for approval at the White House. (9) (U) DAMI-ISP, in coordination with the COMIREX, had 4 Army person- nel attend difrerent sessions of Requirements Officers Orientation Course, and 39 Army personnel attended the Advanced Imagery Interpretation Orientation Course. : ; ; AT 9 At
PACE CS) _ VB- SF 8% owses WI TESEL aw GASES? 1 cy
UNCLASSIFIZ SECTION 3 COUNTERINTELLIGENCE DIRECTORATE 1. (U) FY OVERVIEW: The Counterintelligence Directorate 1s administratively Givided into three separate divisions with the responsibilities of Security Counterintell igence/O?Szc, and Technology Transfer/Foreign Disclosure. Although they operate as individual elements, their functions and respon- sidilities are related and they work together to accomplish a diverse mission. a. (U) Security Division: ‘(U) The primary functional responsibility of the Security Division is to develop, publish, monitor and guide security policy in the various sub- disciplines, i.e. Information, Personnel, and Sensitive Compartmented Information (SCI). The Security Review and Freedom of Information mission provides a security service to the Army Staff and the public. The newly assigned litigation functions involve coordination on all litigation matters that deal with Army Intelligence, ring FY 22 major programs and relates regulations were revised as necessary and guidance was continuously being disseminated to Army Fie'd alements. wWumbers of actions processed this FY increased substantially in all sections of the Division. The trend is expected to continue. A further increase in the workload of the Division in FY 83 was caused by the extra detail and effort required on several actions relating to sensitive issues which came to national public attention. Dd. (UJ) Counterintelligence/Operations Sectrity Division: (U) The primary functional responsibility of the Counterintelliaence/ 3-1 UNCLASSIFIED
UNCLASSIFIED Operations Security (OPSEC) Division is to develop, purlish, monitor, and juide policy regarding the US Army Counterintelligence Activities, Foreion Counter-intelligence Program, Automation Security, Sonnunications Security, Special Access Programs, Counterterrorism, and Technical Surveillance Countermeasures. During FY 83 several major Army programs and related reau- lations were revised or in the final Stages of preparation for pubdlication. Counterintelligence support to Army OPSzo Programs continued to have a nigh priority and the trend toward stronger enpiasis on OPSED is expected to con- tinue. Plans for protecting the 1984 Summer ‘D1 vnpics and tlie 17 April 1933 bombing of the US Embassy in Beirut escalated terrorism issues within the US Government and in the Army. In recognition of the need for greater empliasis On Tacecnal review and intel? igence oversight, these Tarctiows we-2 assianed to He. Ronald i. Fann as a portion of an expanded job description. The quan- tity of actions continued to rise in all functional areas because of an increased security awareness beina exhibited by Army Leadership. c. (U) Technology Tranefer Division: (U) In order to better manage the Army's technology transfer control mission, the Office of the Assistant Chief of Staff for Intelligence assumed Army staff responsidility for tachi syyv transfer 24 J2zembe> 2932. To manage that responsidility, the ACSI establisned the Technology Traasfer Division in the Directorate of Counterintelligence in February 1983. The Technology Transfer Division, as the focal point on the Army Staff for technology transfer actions and policy issues, coordinates the Army's efforts in support of The Coordinating Committee on Mul tilatera’ Export Controls (COCOM), the Commodity Control List, the Munitions List, and 3-2 UNCLASSIFIED 51
UNCLASSIFIED the Militarily Critical Technologies List. Division personne! participate in the munitions and strategic trade case review process, evaluate bilateral and multilateral co-development an¢ co-production aareements, submit al? Army originated reouests for exception to the National Disclosure Policy, and adjudicate foreian requests for visits, documents and personnel accredita- tions. 3-3 UNCLASSIFIED
2. Major Organizational Chanaes ee one) Ranges a. (U) Director's Office: (U) Colonel Donald P. Press was the Director for all of FY 83. Captain Dennis M. Barletta, Directorate Executive Officer was transferred in June 1983. He was replaced by Major Charles D. Lurey in July 1983. b. (U) Security Division: (1) (U) Key personnel incumbent during a1 of FY 83 are as follows: (a) (U) Mr. Frank D111, Division Chief, Jan 76 - Present. (b) (U) Mr. Joseph C. Pell, Personne? Security, 1 Feb 77 - Present. (c) (U) Mr. Walter A. Mestre, Personnel Security, 20 Jun 8&2 - Present. (¢) (U) Mr. George J. Bromwell, Security Review, 21 Jan 79 - Present. (e) (U) Mrs. Elaine Halchak, Security Review, 9 Nov 81 - Present. (f) (VU) Mr. Carl L. Bjorkman, Information Security, 9 Mar 79 - Present. (9) (U) Ms. Fran McGowan, Sensitive Compartmented Information Policy, 26 Sept 82 - Present. (h) (U) Mr. Roger R. Pierce, FOIA/Privacy 3-4 UNCLASSIFIED 4 a]
Act/Litigation 29 Jan 79 - Present. (2) (J) Mr. Jean-Michel L. Dittmann departed the Security Review Section on 5 Mar 83. He was replaced by ifs. Patricia J. Shea on 22 May 1983. ~ (3) (U) A reorganization of the responsihilities of the Security Division created a new information security position within the fnfordatigr Se.ueity S2z%'a1. Ms. Req T. davis was assiyied to tris position on 22 Fed 33. ‘ith this reorganization Information Security Branch assumed pro- ponency for two more regulations, AR 380-89 (Port Security) and AR 380-13 (Acquisition and Storage of Information Concerning Non-D0OD Affiliated Persons and Organizations). fir. Joseph Grau the security elucation and training specialist was reassigned on 11 Mar 83 and replaced on a 6 Jun 83 by Mr. James D. Passareili. Mr. Passarelli, however, did not actually begin his duties until November 83 because personnel shortages dictated his temporary use in Technology Transfer Division for a period of time. (4) (YU) Effective 3 January 1982, the S2rucity Vivisior tayh yver tre caaainiag Fuactions of DANI-Z2L, the Special Project Tean (Litigatioa), whic’ was deactivated. These functions involve coordination with the Office of the Judge Advosate General, the Office of the General Counsel, the Department of Justice and the Office of the U.S. Attorney General on all litigation matters related to Army Intelligence personnel, activities or records. Mr. Roger Pierce, the Freedom of Information/Privacy Act 3-5 ° UNCLASSIFIED
(FOI/PA) Officer, took over control of these functions. With the assump- tion of the litigation mission, two additional military personne’ joined tie Security Division in the FOI/?A section as Directed Si* itary Dversic2i9th. CPT Teudie E. Thompson arrived on 17 January 1333, and Cw2 James H. Ellett arrived for duty on 14 February and was formally assigned to OACSI on 30 September 1933. (5). (U) Major William Poage was transferred from the Security Divisisn to the Office of the Secretary of Defense (OSD) in August 1983. The position was civilianized at the 33-080-12 level and was filled by Mr. Fred Wirth on 6 Sep 83. c. (U) Counterintelligence/Ip2rations Security Divi. cea: (i) [tae parsovigi incumbent during al~ of =¥ 33 are as follows: (a) (U) LTO Peter A. Yinett, SIGSET, 22 Jun 82 - Prasant. {b) (9) LTS Michac* Memovich, Special Operations, 10 May 82 - Present. {c) (U) LTC Preston L. Funkhouser, Counterterrorism, 16 Sep &2 - Present. (d) (U} MAJ Richard N. Armstrong, OPSEC; 15 Jun 82 - Present. =_e (e) (U) MAJ James L. Simmons, SIGSEC, 9 Jun 82 - Present. (f) (U) SFC Robert J. Greenwood, SIGSEC, 15 Jun 82 - Present.
UNCLASSIFIE (g) (U) Ms. Udine Coletta, Rudoet, 14 Feb 82 - Presert. (h) (U) Ms. Tina A. Campbell, Intelliaence Speciatist, 20 Ju) RI - Present. (i) (U) Mr. Ralph A. Neeper, Automation Security, © Mar Rl - Present. | (j) (U) Mr. Ronald Fann, Oversight, 1 Jul 81 - Present. (2) (U) In April of 1983 Mr. Frank J. Aurelio assumed the cuties of Division Chief. The position had been vacant since July of 1982. (3) (U) Mr. James Studer departed Automation Security in May 1°82 and LTC James Chantelau in Aug 83. MAJ John Freeman replaced LTC Chantelau in August, however Mr. Studer's joh remains unfilled. Ms. Taylor filled another existing vacancy in Automation Security in December 1982. (4) (U) Other personne] who departed the Division in FY &3 are: fa) (U) Mr. Jay Burkley, CI Policy, Dec 82. (b) {U) Mr. Joseph Viadich, TSCM/Polyarapoh, Jun 83. (c) (U) Ms. Miidred Brannan, OFCO, July &3. d. (U) Technology Transfer (12) Division: (1) (U) Major oraanizational changes. (a) (U) The Division was activated on 22 February 1983 hy con- solidating the foreian disclosure section of the Security Division and the element of the Directorate of Foreign Liaison responsible for foreian docu- ment requests, visits and accreditations. In addition to the duties per- formed by those existine entities, the division assumed the OACSI's responsibility for managing the Army Staff's efforts in the rapidly expandina technology transfer functional area. The division's personnel are drawn from 3-7 UNCLASSIFIED
both Army Staff and Intelligence Operations Detachment assets, althouch to date the proposed TDA stipulatina a distinction hetween the Technol oay Transfer Division (Staff) and Technology Transfer Office (10D) has not been approved. - (2) (U) Key personnel incumbent from the formulation of T2 Division through FY 83 are: (a) (U) LTC Charles Parker, Div Chief, 22 Feh 82 to Sep 83. (b) (U) LTC David A. Bell, Chief of the Documents/Visits/ Accreditation Section, 22 February 1984 - Present. ; (c) (U) Mr. Sherman Turner, Policy and Proorams, 22 Feb @3 - 24 Feb 84. . (d) (U) Mr. Fred E. Mannke, Policy and Proarams, 22 Feb 83 - Present. (e) (U) Mrs. Doris E. Bawden, Accreditations, 22 Feb &2 - Present. (3) (U) LTC(P) Lance R. Cornine assumed duties as Division Chief on 18 July 1983. He also serves as the Army Member of the Director of Centra’ Intelligence's Technology Transfer Intellicence Committee and as an alternate member of the National Disclosure Policy Committee (NDPC). (4) (U) LTC Joseph F. Murray assumed his duties as Technology Transfer Policy Officer on 2 August 1983. (5) (U) LTC Donald W. Atcheson assumed his duties as Technology Transfer Policy Officer on 13 Sep &3. UNCLASSIFIED 3-8 a7
UNCLASSIFIED 3. Continuing Functions a. (U) Security Division. (i) J) Security Review Section. Processed over 11,245 raquests for sacucity review, The requests 2ntailed the reading of approximately 73,343 pages of material, an increase of 945 pages, to insure proper classi- fication prior to release to Congress and/or the pudlic. (2) (U) Personnel Security Section: (a) (U) Continued ongoing activities of the Personnel - Security Subcommittee of the DCI Security Committee (SECOM). This action included coordination with other national level agencies in conducting periodic Adjudicator Seminars under the sponsorship of tz JT. (5) YJ) Daetisigatioy continued ia Parsona3? Security Program oversight of the U.S. Arny Central 22rsonnel Security Clearance Facility (CCF). (c) (J) Participation continued as a member of £42 U.S. Seay Board fos th? Tocrection of Ailitary Records (ABTUR). (4) (u) In its role as the HQDA final authority, the team processed 134 appeal cases in which the CCF had made determinations to deny or revoke personne’ security clearances. (3) (U) Security Education. During FY &3 the security education specialist remained active as the Arny manbe- in the 3C2 Security Committee's Security Awaraness and Education sudcomittee. Initiatives of that comnittee included the developnent of 4 s2curity tratniag seminar waich is to De eld at Tort ‘leade, “MT, “esi gaad te taryenm sors le vinagars 97 oe ity styatton 917 av2c29285, .tLdology, oc2paratiasa oF . couit2.atelligence defensive 3-3 UNCLASSIFIED 58 —
UNCLASSIF]2 cowl travel Sriefing for personne? traveling to the Los Angeles Sunner - Olympics, and preparation of a bibliography of security education and awareness training aids. Mr. Passarelli established a quarterly meeting for security managers of the HQDA staff and local metropolitian major com- mands wierzin thay ace iafomned of davelopments regarding tntueration selacicy avd cst ated matters. (3) (U) Freedon of Infonaation Act (FOIA) and Privacy Act (PA). 85 FOIA and 25 PA requests were processed in FY 33, as well as 15 other man- datory declassification reviews, over 59 other tasked actia1s dealing with intelligenze records and files, and numerous other related actions. The Jepartaeri of the Army Information Security Committee, which was previously charged with the review of classified information under appeat to the Army General Couns21 under the provisions of the FOIA and the PA, was officially deactivated in accordance with the guidelines of Executive Order 12356 and implementing DOD and DA regulations. The review function was taxen over by the SACSI, in coordination with the Office of The Judge Advocate 32eral. Thirty-two appeals were received from the General Counsel and processed, most Of wich were intalligence files and putiiczatioas initially denied ay the 245004 Freadoa of Information and Privacy Iffice at Ft. “feade, Marviand. Some appeals referred to the Office of the General Counsel by DA Staff Agencies were also processeJ. Tiese appeal reviews mange d fron docunents of a fev pages to vaolunes. Denial of the material was ypietd-in most cases, with soa pactial ralais: of adic’ oat aateriat faa fav otiecs. “SY (UY) Str tatty Se: +s. Participated ia tie Tsttuwiag 2 - ciddivy “sissions: 3-1) ~—UNCLASSIFiCO
UNCLASSIFIED “asp2ition of 301 aid Eyes Qn y -2ference F:12s maintsined by US Army Spacia! Security Group SS0s. Discussions and ‘naetings had Deen ald since tate 193° di tris issue and correspanzeice datwaen ACSI and the DAIG resulted in having t2 Separal2 tie two comporents of the issue, i.e., Intelligence -and ty2s Jiy files. Ws. M2S.wan resvivad tne issue o1 inspactio1 of SCI by obtaining Diractor Army Staff (DAS) concurrence that tiiree INSCOM IG inspectors would be SCI cleared for inspections and SSOs would request they receive aacessary SAP ST 3aradie ss cequicad. [5542 of "Eyas Jaty" files ssna' 1d uaresolved at tha ead of FY 33. . to) [J) Continued oversight and support to Special Sacurity 3roup. Yandled numerous actions dealing with issues relative to SSG resour- ces and operations. (6) (U) Information Security. Continued membership “n IDI SECO Jaautrorized Jisclosure Invastigations Subcommittee. Also contiaued revisioy aad diss2viaation of AX 339-5. 9. ° SY Founteriatai7 ige23,'99377 Division: (2) (4) 22 Sapport to OPSEZ. Counterintelligence Support to Aray OPSEC Prograns fas consinued working to actively cefine the ertire cou.3%. CT 2275).9921 are working on an Jpzratioaa® Taisaat to salting the Vintss 97 Si Sugo3°s ts PSET. Vvits advocac’3g a aultidiscipline approach to the sup- port, empnasis is Saing piaced 97 the -2quired exnartise of counterin- teliigence p2rsonnal in rostile intelligence coitection capabilities. This increased need for expertise wilt *21i ty a cr? laa of courtarintel ligence training programs and a ~ewiting of operational manuals. In additian to Support of US Army operations and activities, CI has sought to expand its 3-32 UNCLASSIFIED
es Capabilities for support of US Army defense contractors and sensitive tech- nologies. Emnhasis in CI support to RDT&E will continue to expand the Capability to identify sophisticated hostile collection threats and the development of highly compartmented security programs on sensitive research and development. (2) AS soocial operations. i ems ier (Classified by: Director, Federal Bureau of Investigation; Declassify on: OADR). (3) (U) Automation Security. Automation security continues to be @ priority program within CI, OACSI, and the Army. Cur principal concern is still in the resources area because the automation security program was initiated with no resource allocation. This shortfall ts evident throughout DOD as well as the Army. 3-12
UNCLASSIFIE (a) (U) The Army Automation Security Program (AASP) was expanded in FY 82 by the Defense Intelligence AGency to include reaccredi- tation of contractor sites operating in system high security mode. During FY 83, one contractor facility was shut down for violation of the parame- ters of the ACSI accreditation. The facility was eventually reaccredited. (b) (U) Accreditation of Telecommunications Centers (TCC) operated by the Army became a reality with the accreditation of the Vicenza, Italy, TCC in April 82. Through FY 83, ACSI has accreditated or reaccredited 170 TCC's. (c) (U) OACSI participated in development of the charter for the DOD Computer Security Evaluation Center. This is Important since this center will have long range impact upon the Army's security program, especially in thecritical area of multi-level security and deve- lopment of security standards. The center issued the Trusted Computer System Evaluation Criteria on 15 Aug 83. The criteria is being distributed throughout the Army. (d) (U) OACSI continued as a member of the Quadripartite Working Group and Automation Interoperability of the American, British, Canadian and Australian (A8CA) Armies. An OACSI repre- sentative attended the Fourth Quadripartite Working Group. | (4) (U) Terrorism. Overall terrorist incidents world-wide showed about a five percent increase over the previous year. “What sianifi- cantly changed however, was the increasing lethality of those incidents as was evidenced in the U. S. Embassy bombing in Beirut, Lebanon. Demands for threat assessments and briefings have increased three fold. At the national 3-13 UNCLASSIFlcd
UNCLASSIFIED level the OACSI Terrorism Policy officer narticinated in several intelligence committees dealing with national terrorism issues. Additionally, the OACSI Terrorism policy officer served as a member of the Terrorism Working Group set up by the Interagency Intelligence Committee on Terrorism to provide and coordinate intelliaence support to the 1984 Summer Olympics. (5) (U) Communications Security. | (a) (U) Processing requests for waiver of the communications protection requirements of AR 530-2 has become a major activity of this office. Commercial protection equipment was endorsed by the National Security Agency (NSA) for use in protecting unclassified, National security- related information during transmission. The expense of such protection was not justified for many nets such as CONUS based radio nets to dispatch faci- lity engiveers, MPs and installation fire department. As a result approxima- tely 240 such waivers, which do not present a security hazard were approved; 12 were disapproved during FY 83 because they presented a significer* hazard. (b) (U) As the Army's representative on the National Communications Security Committee's (NCSC) Sub-Committee on Compromising Emanations (SCOCE), DAMI-CIC continued to develop the Army's policy on Compromising Emanations (CEM) control and to influence National policy. The Industrial TEMPEST Program (1TP) was expanded resulting in a 10 page Preferred Products List being distributed in the Army by the end of the fiscal year. Army initiated action to relax the mandatory countermeasures for TEMPEST protection for SECRET and CONFIDENTIAL information. Action was finally taken as a result of the DCI interagency Group/Countermeasures. (1G/CM) study of the costs versus benefits of programs including the Compromising Emanations program. 3-14 UNCLASSIFIED e §663
UNCLASCIFIZD c. (U) Technology Transfer Division: (1) (U) Having been just formed in February of 1983, the Technol cay Transfer Division spent the remainder of the FY defining the mission, identifying/obtaining resources, establishing liaison contacts, and beginning the lengthy process of rationalizing the Army's approach to the complex tecr- nology transfer functions. A great deal of time was also devoted to establishing the internal organization of the Division and in familiarizina personnel with their new duties. (2) (U) Throughout FY 83, the Division originated 30 Army reouests for exception to the National Disclosure Policy, reviewed 600 munitions cases, and processed 1231 document requests, 10,318 visit reovests, and 534 accreditations. (3) (U) The Division provided membership to the National Disclosure Policy Committee, to selected Technology Transfer Subpanels and working groups, and to various interagency working aroups. 4. (VU) Major Projects a. (U) Security Division: (1) (U) The personnel security team finalized and forwarded an updated AR 604-5 for final edit and publication. (2) (U) OSD launched a contractual effort to study the feasibility of including psychological screening as part of the Personnel Security Investigation. Personnel security specialists assisted contractor represen- tatives by arranging and accompanying them on information gathering visits to the U.S. Army Military Personnel Center (MILPERCEN), the U.S. Army tentral Personnel Security Clearance Facility (CCF), and the Fort McClellan, al, Personnel Security Screening Detachment (PSSD). Arrangements were also made 3-15 UNCLASSiFirc: . 64
UNCLASSIFizD with MILPERCEN and the PSSDs for forwarding PSSD questionnaires to the contractor for analysis. (3) (U) Efforts were launched by personnel security team members to cause OSD to consider initiation of an automated Entrance National Agency Check (ENTNAC) system. The objective of the proposal was to speed up the completion of ENTNACs to establish early clearability of new enlisted accessions, identify fraudulent enlistments at the earliest possible point, and support faster processing of new accessions in the event of a large scale mobilization. Team members met with representatives of the U.S. Army Central Personnel Security Clearance Facility, U.S. Army Recruiting - Command, Military Enlistment Processing Command, Defense Investigative Service, and Office of the Deputy Chief of Staff for Personnel, HODA. An initiative memorandum was forwarded to the Director, Counterintelliagence and Investigative Programs, Office of the Deputy Under Secretary of Defense, which officially proposed conversion of ENTNAC procedures from a manua? to an automated system. (4) (U) Made @ presentation on the Army's Personnel Security policy at the U.S. Army Training and Doctrine Command's annual Law Enforcement and Security Conference. Made presentation on the Army's Personnel Security policy at a security conference hosted by the U.S. Army Materiel Development and Readiness Command. {5} (U) Made a Personnel Security Program oversiaht visit to Europe and visited HQ 650th MI Group, HQ 66th MI Group, 527th MI Battalion, 766 MI Detachment, the Berlin Command, and Office of the Deputy Chief of Staff for Intelligence, HQ USAREUR. 3-16 UNCLASSIFIED
UNCLASSIFizo (6) (U) Mr. Bjorkman was the OACSI member of a work group formed to conduct a feasibility review of standardizing the organization of the Directorate of Plans and Training and the Directorate of Security at installa- tion level. (7) (U) Litigation projects involved various actions, includina files searches, declassification reviews, and the creation of affidavits for a number of different ongoing litigation cases. Those most prominent during the year were the “Agent Orange” Product Liability Suit, and the information security and deposition aspects of the Westmoreland v. CBS suit, for which the Army has been supoenaed for certain records. At least 15 other litiga- tion cases also involved actions by this office. The defendants’ copies of the release made in the Berlin Democratic Club case (59,000 pages of released material, in three copies) was delivered to the U.S. Attorney's Office, thus terminating OACSI involvement and record holdinas directly per- taining to that suit. (8) (U) Cocperation with the Department of Justice Investigation into the relationship between the U.S. Army and alleaed Nazi war crimina} Klaus Barbie developed into a major project, involving one person almost full time for six months. This included extensive records searches in the Intelligence Investigative Records Repository at Fort Meade and in the ACSI holdings at the Washington National Records Center in Suitland, Maryland. It also included reviewing large cuantities of material recovered to determine relevance and releasibility, as well as extensive coordination with the Office of Special Investigations at the Department of Justice. A number of Freedom of Information Act requests were also received as a result of the publicity surrounding this investigation. The final review and release under 3-17 UNCLASSIFIED 7 66
the Freedom of Information Act was accomplished by INSCOM. Cooperation with other investigations into 3lleged Nazi war criminals in the United States continues. (9) A booklet published by the DCI entitled, “Harrassments and Provocations" was disseminated to security mana- gers and Special Security Officers to be used in educating potential trave- lers. Additionally, message guidance and an ACSIGRAM reminder provided further security awareness for travel to a hazardous area. (Classified by: DCID 1/20; Declassify on: OADR). (10) (U) Participated in a DCI SECOM Signals Intelligence Committee working group for the writing of a classification guide for the Signals Intelligence Security Regulation (SISR). Draft was completed and forwarded to the SECOM for approval. (11) (U) Finalization of the proposed draft DOD Directive, Sensitive Compartmented Information Programs was held at OSD, DUSD(P) SPaP pending resolution of differences in perceived responsibilities between the Director, National Security Agency and the Director, Defense Intelligence Agency. Discussions continued throughout the year to resolve the differen- ces. Updating and revision of DOD Directives continued with DIA providing a revision of DOD Directive 5200.17(M01) for comments of the services. These 67
two regulations will also contain the Imagery Manual (DIAM 56-1) and the Signals Intelligence Security Regulation (SISR). A working group of service members was formed to revise and finalize drafts. (12) (U) Attended and participated in a interagency security meeting hosted hy the Director, Information Security Oversight Office. An information security program oversight review at HQ Western Command, Ft Shafter, Hawaii, 16-30 September 1983. (b) (U) Counterintelligence/OPSEC Division: (a) (U) AR 381-10, US Army Intelligence Activities. The publica- tion of Executive Order 12333, “United States Program Oversight Committee (SAPOC), consisting of representatives from the Secretariat and ARSTAF to approve and police SAP ovolicy. (b) (U) Establishment of a Special Access Program Office (SAPO) to provide a permanent body to manage SAPs. 380-14; Declassify on: OADR). 68
UNCLASS ricD (4) (U) The ADP Security section become involved in several pro- jects: (a) (U) Headquarters Integrated Office System (HIOS). DAMI-CIC signaled an interest and concern in the HQDA prototype Loca’ Area Network (LAN) installed in selected ARSTAF agencies in FY 83. The system, designed to be unclassified, contains no automation security provisions, a fact clearly brought to the attention of the HIOS project manager. The following system will be classified. (b) (U) Regency Net (RN). DAMI-CIC advised project management representatives concerning automation security requirements for RN, including coordination of an accreditation authority. (c) (U) Al? Source Analysis System (ASAS). The project mana- ger's representatives were advised concerning automation security reauire- ments for ASAS, including the coordination in the designation of an accreditation authority. (d) (U} Revision of AR 3£0-380, Automation System Security, continued. A significant change will be the extension of the AASP to the National Guard. (e) (U) Integrated AUTODIN System (IAS). DAMI-CIC sits on both the Security Panel and the Accreditation and Certification Working Groups helping to guide the archietecture and implementation of our telecom- munications. : (f) (U) FORSCOM Guard. The first attempt by the Army to use a multi-level system is being evaluated by the DODCSEC. DAMI-CIC is keeping close tabs on work $y the contractors. 3-20 UNCLASSIFIED 69
sy any couse,  UNSLASSIFlEp (a) (U) Draft AR 380-53, Communications Security Telephone Monitorina and Recording, was two years late (although key provisions had been implemented by message in 1981). A completely new draft was prepared and coordinated during FY 83 to incorporate new maintenance, test, and training procedures mandated in 00D Dir 5240.1 (b) (U) DAMI-CIC personnel participated in a major TEMPEST Countermeasures Working Group to develop a reasonable approach to Compromising Emanations (CEM) protection. Presently, there is one standard _ (NACSIM 5100A) for CEM control that ts being applied equally to all levels and sensitivities of classified information from TOP SECRET SCI/SIOP-ESI down to perishable CONFIDENTIAL. The working group drafted two National COMSEC Instructions (NACSIs): 5004, TEMPEST Countermeasures for CONUS, and 5005, TEMPEST Countermeasures for outside CONUS. These documents define different levels of protection for different threat environments. (c) (U) Delays in NCSC approval of the remaining NACSIs in the 4000 series which will eventuaily supersede 7S2C/KAG-1D delayed staffing of the change/revision of AR 380-40. (d) (U) Staffing was completed on a revision of AR 530-4, Control of Compromising Emanations (U). INSCOM completed staffing of a com- panion revision of T3 380-7, TEMPEST (U), which will supersede both the current TB 380-7 and TB 530-1. These will be published during FY 84. (e) (U) As a result of the findings of the ACSI's Counterintelligence Task Force - I, a Signal Security Support Concept Working Group to write a new concept for Counter-Signals Intelligence (SIGINT) 3-21 UNCLASSIFIED 70
UNCLASS ic Support was created. The draft concept was being coordinated at the close of the fiscal vear. It makes major changes in the philosophy of counter-SIGINT/SIGSEC and emphasizes analysis over monitoring. Representatives from INSCOM, DARCOM, TRADOC, FORSCOM and USAREUR participated in the working _ group meetings hosted by INSCOM at Fort Meade. (6) (U) The OACSI Counter Terrorism Policy officer's efforts were directed primarily towards coordinated actions with TRADOC and the US Army Intelligence Center and School to develop concepts and doctrine for countering Terrorism directed against the Army. Another major project involved coor- dination with other governmenta) agencies to begin security arrangements for the Summer Olympic Games in Los Angeles. c. (U) Technology Transfer Division: (1) (U) Having been formed well into the 5th month of the FY, Technology Transfer Division had few major projects other than those actions (Section 3A} necessary in setting up a new organization. (2) (U) The installation of two FORDTIS terminals and order of five additional terminals was accomplished. These terminals link Division personnel to DOD data bases which cover the spectrum of Technology Transfer and Disclosure. . (3) (U) During FY 83 the Division circulated the Military Critical“ ” Technologies List throughout the Army Staff for review and comment. This represented the first time that OACSI was the Army proponent for this action. 3-22 UNCLASSIFIED 71
UNCLASS FEB This list prepared by DOD in accordance with the Export Administration Act of 1979, is designed to aid US government officials in protecting critical tech- nologies from foreign exploitation. (4) (U) Work was started on forming an Army Technology Contro} Panel which would be Chaired and run by OACSI. This panel, upon activation in 1984, would provide, for the first time, an institutionalized mechanism for developing Army position on critical technology transfer issues. 3-23 UNCLASSIFIED
UNCLASSIFIED SECTION 4 DIRECTORATE OF FOREIGN INTELLIGENCE 1. ((U) AN OVERVIEW OF FY 1983 a. (U) The primary mission of the Directorate of Foreign Intelligence is to ensure that the Army is provided the finished intelligence required to accomplish its assigned tasks worldwide. Organizationally, the directorate has two staff elements, the Scientific and Technical Division and the Intelligence Division. The directorate also is Supported by two organiza- tional elements within the OACSI Intelligence Operations Detachment (100). These are: The Foreign Intelligence and Threat Management Division and the Current Intelligence Division. b. (U) During FY 1983, directorate activity continued at a high level. Emphasis was placed on: (2) Improving the Army Staff's understanding of the foreign threat, including the technology transfer threat we face today and its dynamic implications for the next two decades. (2) Assisting the Secretary ot the Army in making Congress and the public filly aware of both the capabilities and the vulnerabilities of potential military adversaries. 2. (U) MAJOR ORGANIZATIONAL CHANGES a. (U) During FY 1983, the key change was the establishment of the Foreign Intelligence and Threat Management Division for the purpose of pro- viding a comprehensive approach for the integrated planning, programming, and management of Army intelligence production. This was accomp] ished by restructuring the Requirements Team and the Red Team (Project Managers Oftice) as base elements of the new division. This change centralized’ staff management of intelligence production. 4-1 UNCLASSIFIED
UNCLASSIFIED (U) List of key personnel. (1) (2) (3) (4) (5) (U) (a) (U) (a) (b) (c) (d) (U) (a) (b) (U) {a) (U) (a) (b) Director of Foreign Intelligence: (U) COL William P. Grace, III; 1 oct 82 - 30 Sept 83. Chief, Intelligence Division: (U) COL Donald G. Stephens; 1 Oct 82 - 19 Dec 82. (U) COL Frederick G. Meyer; 20 Dec 83 - 30 Apr 83. (U) LTC Phillip R. Stewart; 1 May 83 - 30 Jun 83. (U) COL James L. Griggs; 1 Jul 83 - 30 Sept 83. Chief, Scientific and Technical Division. (U) COL Walter L. Cressler, Jr; 1 Oct 82 - 30 Jun 83. (U) COL John R. Yates; 1 Jul 83 - 30 Sept 83. Chief, Foreign Intelligence and Threat Management Division. (U) COL Walter L. Cressler, Jr; 1 Jul 83 - 30 Sept 83. Chief, Current Intelligence Division. (U) COL Leland James Holland, 1 Oct 82 - 13 Jun 83. (U) LTC Ralph Adams “Mason, 14 Jun 83 - 30 Sept 83. 4-2 PPR AT Pom eires the isi faci 74
atIAt RAMITE™ Pec averced bie 3. (U) SCIENTIFIC AND TECHNICAL DIVISION (DAMI-FIT) a. (U) The Concept Plan for this new division was forwarded to the Director of Management, OCSA, in December 1982. The division {provisiona’) was eStablished shortly thereafter with responsibility for the staff manage- ment of the Army's scientific and technical (S&T) and aenera? intelligence production. b. (U) In addition to foreign scientific and technical threat sup- port to the Army Staff, the Secretariat, and members of Congress, the memhers of FIT participated in or chaired a total of fifteen (15) Threat Coordinatino Groups (TCGs); chaired a element of the Program Advisory Council; served as the Army representative to the Weapon and Space Systems Intelligence Committee (WSSIC); served as members of ten (10) subcommittees to the WSSIC; participated in four international forums, the Senior National Representatives, the Allied Land Warfare Technical Inteliioence Conference, the French-US ACSI Intelligence Exchange and the US-UK Chemical Warfare Intelligence Exchange; served as a member of the Joint Atomic Energy Intelligence Committee and as a member of a national-leve!l intelligence collection/analysis committee on Soviet tank development. They conducted technical reviews of several National Intelligence Estimates (NIEs) and served as members of numerous Study Advisory Groups (SAG) and Working Groups (WG). Division members prepared and delivered numerous technical briefines to the Secretary of the Army, the Under Secretary of the Army, the Chief of Staff and Vice Chief of Staff of the Army and to severa? staff principals. 4-3 UNCLASSIFIED
meme ar{iN rn pearl be c. (U) Creation of ACSI Science Advisor Position: On 28 August 1983, Or. Bertram B. Smith, the Science Advisor in DAMI-FIT was advanced to GM-15 and installed in a new position as Science Advisor to the ACSI, DAMI-ZS. This organizational change was deemed necessary due to the increasing tech- nical knowledge which the ACSI must have to adequately represent the intelli- gence community on ASARC actions and to be able to function effectively in the National Intelligence Estimate process. d. (U) Technical Support to the Weapon and Space Systems Intelligence Committee (WSSIC): Members of DAMI-FIT supported the WSSIC in the following capacities during FY 83. The Division Chief served as the Army Representative to the WSSIC. The artillery analyst served as Chairman of the Ground Weapons Subcommittee (GWS). Other division officers served as members and alternate members on the following subcommittees and working groups: Aerospace Defense Systems Subcommittee (ADSS), Ballistic Missile Systems Subcommittee (BMSS), Space Systems Subcommittee (SSS), Command, Control, and Communications Working Group (C3WS), Electronic Warfare Working Group (EWNG), Aerodynamic Missiles Working Group (AMWG), Air Weapon Systems Subcommittee (AWSS), Biological and Chemical Warfare Working Group (BCWWG) and the Chemical Warfare Agent Panel (CWAP). e. (U) Preparation of Threat Data Book for DCSRDA: The entire divi- sion provided data sheets, assessments and information papers in December 1982 for the compilation of a comprehensive threat data book for the DCSRDA. All functional areas (armor, infantry, artillery, chemical, missiles, aviation, technology transfer) were addressed. The book is prepared annually for the OCSRDA in support of his preparation for the HASC, HAC, SASC and SAC procurement hearings each year. 4-4 UNCLASSIFIED mn
UNCLASSIFIE f. (U) MOBDES Assianed to S&T Division: (a) COL Andrew Valiunas, 28 February - 1) March 1983, (electronics). | (b) LTC Richard R. Julio, 2° August - © September 1983, (Executive). (c) MAJ Raymond W. Henderson, 6-17 June 1983, (CW). (d) CPT Kenneth H. Kreis, 8-19 August 1983, (electronics). g- (U) DAHI-FIT Personnel Chanoes: {1) (U) Departures: COL Walter L. Cresster, Jr., 1 September 1982, to DAMI-FIM; LTC Ciaude H. Warren, 1 July 1983, to DIA: -LTC James C. Fargo, 11 July 1983, to DARCOM. (2) (U) Arrivals: COL John R. Yates, 1 September 1982, as Chief, Scientific Technical Division; Miss LaGina Yvonne Stokes, 15 Auaust 1982, as Clerk Typist. h. (U) Other DAMI-FIT General Events: (1) On August 28, 1983, Dr. Bertram B. Smith was appointed to GH-15 and reassigned as Science Advisor to ACSI. (2) DAMI-FIT had CPT Word Processor installed in June 1983. . (3) DAMI-FIT planned and coordinated the OACSI summer picnic, July 1983. i. (U) ARMOR/INFANTRY ANALYST ACTIVITES: (1) (U) Intelligence Support to Prooram Advisory Council (PAC): In the second year of forma) intelligence support to the PAC-Armored Combat Vehicle Science and Technology Base Development Prcaram, the FIT armor analyst briefed the PAC on the current assessment of the 4-5 UNCLASSIFiE
UNCLASSIFIED M1981/3 Soviet medium tank, the TE64R missile firing tank and the FST. Additionally, the subjects of technology and training as lessons ‘earned in the 1982 Israeli-Syrian conflict were briefed in light of how the U.S. could benefit from these Israeli experiences. Finally, the Science Advisor to the ACSI briefed on the role of technology transfer in the Soviet R&D process. The PAC chairman accepted the briefings and requested that intelligence be a continuing part of succeeding PAC meetinas. (2) (U) T-80 Committee Activities: The T-80 Committee, originally formed in June 1978 for the purpose of coordinatina a1) source intelliaence on the T-80, met three times during FY 83 and was formally dissolved on 4 August 1982. It was instrumental in causing the January }983 DOD position on the T-80 tank to be published. However, with the advent of the Threat Coordinating Group (TCG) concept, and publication of the T-80 assessment, the committee believed that its charter had been fulfilled and that it should he dissolved. In its place would be the armor and infantry TCG's under DAMI-FIT and a small cell of collector/analysts under DIA, the latter created for the purpose of continuing analysis of raw data on Soviet tank developments. The consumer of intelligence would be served by the TCG and the intellicence pro- ducers would be served by the armor analyst cell, a member of which jis the OACSI armor analyst. (3) (U) Armor/Infantry, Threat Coordinatina Group Actions: Armor and infantry threat coordinating groups (TCGs) were formed in Avaust 1983. The Armor TCG supported the MIE1 ASARC, the Army Tank Program Analysis Task Force (ATPA) and the Tank Armament Review Group (TARG) study team. The Infantry 4-6 UNCLASSIFlzD
C CNTIAL TCG supported the Bradley M2/M3 Block Modification Program. Consumers high- lighted threat and the TCG chairman in DAMI-FIT coordinated the production of answers. Most heavily involved in the use of theat data has been TRADOC and "the Combined Arms Combat Development Activity (CACDA). They used TCG-generated threat data to support ATPA and TARG studies. Transfer of 126 chairman duties from DAMI-FIT to DAMI-FIM-MD is expected in early CY 84. (4) yd T-80 Tank Revised Protection Level: Fo
UNCLASSIFIED {5) (U) Support to Senior National Representatives (SNRs) Activities: The DAMI-FIT armor analyst accompanied the U.S. SNR (MG; Sheridan) to the September 1983 SNR meetina in Bonn, FRG. The SNRs were briefed on the highlights of the July 1983 Threat Subaroup report which addressed -the four nations’ assessment of the T64 and T72 family tanks, refined the Next Soviet Tank (NST) evaluation and introduced an initial assessment of the BMP M1981. The U.S. delegate provided a draft evaluation Of the BMP Follow-On, to be discussed during CY 84. The threat subaroup also provided data for use by the target subgroup in support of their studies on penetrator and warhead design and vulnerability analysis. j. (U) MISSILES, SPACE AND AIR DEFENSE ANALYST ACTIVITES: - (1) (U) Threat Support for Air Defense and Surface-to-Surface Missile Systems: DAMI-FIT provided threat support to the DIVAD Gun, Rapier, Regimental Air Defense Artillery System, Chaparrel, Pershing II, Patriot, Joint Antitactical Missile (JATH), Joint Tactical Missile System (JTACMS) Ballistic Missile Defense (BMD), Stinaer-POST, Lightweight Air Defense System (LADS) and HAWK. Threat Coordinating Groups (TCGs) were established for ATM, Patriot, Stinger-POST, DIVAD Gun, LADS, JTACMS and the Reaimental Air Defense Artillery System. A special electronic countermeasures threat document was prepared for Patriot, coordinated with Air force Foreign Technology Division (FTD), and validated by DIA. An Integrated Program Summary (IPS) threat sta- tement was prepared for Pershing II and validated by DIA. System Threat Assessment Reports (STAR) were prepared by ITAC and approved for JTACMS and JATM. The DAMI-FIT missile analyst represented ACSI on Study Advisory Groups (SAG), Specia? Task Force (STF), Special Study Group (SSG), ad hoc working 4-8 Un ICLAS3} oir; ae) 80
esr icg) groups and briefinos to the Army Staf* Secretary of the Army and OSD prin- Cipals concerning JATH, JTACMS, Patriot, Stinoer-POST, Pershing 11, BMD and DIVAD Gun. The DAMI-FIT missile analyst, recoanizina a difference of opinion within the intelligence community concernina Soviet Short Ranae Rallistic Missile (SRBM) systems, reouested that the WSSIC conduct a thorough review cf the available intelligence data. The WSSIC accepted the request and produced a report which was then used as the basis for threat data in many US system Studies. (2) (U) Department of Defense Level Actions: Represented Army on the US MX (ICBM) Threat Working Group, Soviet SA-10 strateaic surface-to-air missile (SAM) system joint service panel, and the Soviet SA-X-12 tactical SAM working group. (3) (U) Joint Chiefs of Staff Level Actions: Provided intelligence review of Arms Control Impact Statements involving Space Defense, Airborne Strategic Offensive Systems, Ballistic Missile Defense, ICBMs, Intermediate Range Nuclear Forces and Anti-Satellite (ASAT) Systems. (4) (U) Army Level Actions: Represented ACSI on the Army Staff cells dealing with Intermediate Range Nuclear Forces (INF), Strateaic Arms Reduction Talks (START), Strategic Arms Limitation Treaty (SALT II), treaty verification, the Falkland Islands and Lebanon. (5) (U) National Level Actions: Provided Army technical review of National Intelligence Estimates on Soviet Strategic Capabilities, Soviet Space Capabilities and Soviet Ballistic Missile Defense. Reviewed Space Intelligence Master Plan (SIMP’) for scientific and technical inte) ligence (S&TI) accuracy. Wine PAs: Uc assiFicD 4-9 a 81
(6) (U) Congressional Level Actions: Prepared inserts for the congressional record on Soviet Short Range Ballistic Missiles (SRBM), Soviet Ballistic Missile Defense and threat to Pershing II. Represented ACSI at House and Senate hearings concerning Soviet Ballistic Missile Defense, Soviet Space Activity, Soviet tactical and strategic Air defense systems, and US Stinger-POST. (7) ) Information Papers, Memorandums, and Briefings: Prepared papers for or presented briefings to Army and Air Force Principal Staff mem- bers (including Chief of Staff, Army; Vice Chief of Staff, Army; Vice Chief of Staff, Air Force), Secretary and Under Secretary of the Army, and 0S) Pi eee. ee k. (U) AVIATION ANALYST ACTIVITES: (1) So” Senior National Representatives (SNR) Helicopter ER SEREGEIVES LON) HELICOPtEr Threat Group Support: In Jan 1983, the helicopter analyst chaired the inter- National (FR, FRG, UK, US) helicopter threat conference held at the Foreign Science and Technology Center. ey nme «(6«S ee ED es em - — SF ww *. - + LP? © Se ee
GHEE assicten BY DIR, FI, OACSI; DECLASSIFY ON OADR. , (2) (U) Establishment of Aviation Threat Coordinating Groups (TCG): During April and May 1983, the aviation analyst established the first three TCGs in OACSI. These three groups addressed the Remotely Piloted Vehicle (RPV), the Light Helicopter, Experimental (LHX) and the Army Helicopter Improvement Program (AHIP). The purpose of the TCGs was to ensure that all members of the threat and user communities were using the same, latest and best threat data available in Support of each U.S. system. Plans were made to transfer chairmanship of the three TCG's to DAMI-FIM in early FY 84. DAMI-FIT will continue to provide technical support to the TCG chairman, and will still serve as a member of all three TCG's. (3) (U) General ARSTAF Threat Support: Numerous briefings and papers were prepared for genera’? office-:, mensers of the S3oard on Army Science and Technology, the Deputy Operations Deputy JCS, members of the Congressional Budget Office, and various DA Staff officers. These briefings and papers included data and assessments on Soviet helicopters and Cruise Missiles. Additional papers, letters, and messages were provided to the Under Secretary of the Army (request for information on Soviet tilt rotor technology, and its advantages over rotary wing aircraft); Deputy Chief of Staff for Research, Development and Acquisition (responding to questions by the Senate Armed Services Committee on the threats to our AH-64 attack helicopter); the Training and Doctrine Command, (clarifying issues re} ating to the Soviet 4-1]
Future Attack Helicopter); the U.S. Army Aviation School (requests for infor- mation on the number of tanks killed by Israeli helicopters using the TOW missile); and the Deputy Chief of Staft for Operations (threat to the AH-64 attack helicopter for use in the Field Readiness Assessment of the AH-64). 1. (U) CHEMICAL/BIOLUGICAL WARFARE ANALYST ACTIVITES: (1) rtf intelligence Initiatives: errno ey Sy -_ (S/F) SE rrmeepes, (CLASSIFIED BY DIR, FI, OACSI: Declassity on OADR). (a) (U) Estabtishment of automated C/BW data bases. (Analyst programmed at FSTC for FY 84.) (b) (U) Increase in number, grade, training programs and career progression opportunities for CW/BX civilian analysts. FSTC and GDIP (FSTC and AFMIC) actions initiated in August 1983. thee RI ossstrico sv ore, Ft, oacsi; dectasstry on oae. : 4-12 =y PSR T UE. Ee 6s meng 84
(2) sor Soviet Genetic Engineering: Po CLASSIFIED BY DIR, FI, OACS]; DECLASSIFY ON OADR. (3) CW/BW Sample Exploitation: This program, originally started in CY 80, continued throughout FY 83. It still has high DOD and State a. OACSI and AFMIC continue to play a major role in the program, but resource limitations (both manpower and funds) severely hamper the extent of this participation. ao” Gi: State and DOD have agreed to field a CBW sample collection team during FY 84 in an eftort to improve sample quality and accompanying information. CLASSIFIED BY DIR, FI, OACSI; DECLASSIFY ON OADR. (4) (U) Joint Intelligence Community CW/BW Activities. DAMI-FIT con- tinued to actively participate on interagency committees and working groups to incude: (a) (U) WSSIC CW/BW Intelligence Working Group. (b) (U) Director of Central Intelligence CBW Toxin Use Committee. (c) (U) Special CW/BW Working Group of the HUMINT Committee. (d) (U) State Department Interagency Working Group on CBW Toxin Use. _ a (e) (U) CwW/8W Sample Exploitation Working Group (OACSI Chair). (f) (U) Joint Atomic Energy Intelligence Committee (JAEIC). 89
Pil ' ; (5) 6 interagency Documents: i unclassified DIA study, “Continuing Development of Chemical Weapons Capabilities in the USSR" were completed with DAMI-FIT input and support. CLASSIFIED BY DIR, FI, OACSI; DECLASSIFY ON OAOR. | m. ARTILLERY AND OTHER GROUND SYSTEMS ANALYST ACTIVITIES: (1) SSMOFUIN) Prioritization of Overhead Imagery Collection: Based on the success of the 1982 development of a prioritized overhead ima- gery target set for the armor: R&D targets, FIT took the lead in developing a prioritized target ct a ——____—____~w ne CLASSIFIED BY DIR, FI, OACSI; DECLASSIFY ON OADR. (2) (ssnertiny Identification of New Soviet Field Artillery Weapon Systems:
“nu . . atten | (3) HO Soviet Ammunition Production and Logistics: Po WH cassireo sy or, 1, orcs; DECLASSIFY ON OADR. (4) (U) Threat Coordinating Groups (TCGs): In accordance with the new threat architecture, the FIT artillery analyst established TCGs for the Direct Support Weapons System (DSWS) and Multiple Launch Rocket System-Terminally Guided Warhead (MLRS-TGW). The DSWS progran. was sub- sequently split into the 155mm Howtizer Improvement Program (155 HIP) for near-term improvements and the Advanced Field Artillery Close Support System (AFACSS) for the 2000-2010 timeframe. The TCG is continuing to support both programs. At the request of TRADOC, the MLRS-TGW TCG was expanded in scope to provide threat support to all artillery delivered Terminal Homing Munitions (THM), and is now the Field Artillery THM TCG. FIT approved the publication of Systen Threat Assessment Reports (STAR) for bot the MLRS-TGW and DSWS. Later, an updated MLRS STAR was published to support the MLRS Milestone III ASARC and to supplement the MLRS-TGW STAR. The DSWS STAR was updated and re-written to become the 155 HIP STAR. (5) L&tPT Threat Support for Non-Major Systems n°
CLASSIFIED BY DIR, FI, OACSI; DECLASSIFY ON OADR. (6) (U} Support to Intelligence Community Activities: The artillery and ground weapons systems analyst continued to chair the WSSIC’s Ground Weapon Systems Subcommittee. He was also appointed as the Army’s member of the Joint Atomic Energy Intelligence Committee. FIT participated in the future forces projection model development as part of the OACSI, ITAC, CIA Land Armaments and Manpower Model (LAMM) Program. When this program is completed, LAMM will become the basis for DIA's DIPP and for quantitative analysis in the SBDP. FIT organized and hosted a one day seminar on OACSI missions and activites for a CIA Career Development Program. n. (U) COMMUNICATIONS/ELECTRONIC WARFARE ANALYST ACTIVITES: (1) (U) Threat Support to US Materiel Acquisition Programs: The CE analyst provided threat briefings and necessary threat documents for SHORAD C2, DIVAD Gun, SINCGARS, I-Hawk, Patriot, Scott, MSE, JSTARS, ROLAND, Stinger POST and Combat IFF. Threat Coordinating Groups were established to define, coordinate and promulgate threat support to each of the above listed programs. They continue into FY 84. (2) (U) Professional Development: The DAMI-FIT electronics analyst attended the Joint Command, Control and Communications course from 14 Mar 83 to 22 Apr 83, conducted at the Armed Forces Staff College. The training assisted the analyst in understanding the US network as a basis for eva- luating the probable eftectiveness of the Soviet system. . (3) (U) WSSIC Working Group Participation: The CE analyst represented the ACSI on two WSSIC Working Groups, £3 and EW. The analyst assisted in the preparation of two WSSIC studies, “Soviet Electronic Warfare Capabilities” and “Soviet Command, Control and Communications". These studies presented a ern 4-1 -" 6 NS peta) 2 8 Rt <n
re oii coordinated intelligence community positions, suitable for use by al] DOD and Army decision makers. | (4) (U) Support to Army, Defense and National Level Leadership: The DAMI-FIT analyst coordinated numerous briefings for presentation to the Secretary of Army, the President's Science Advisor and the Army Staff. Subject areas briefed were Reverse Technology Transfer, Soviet Special Forces Command and Control Equipment, Radioelectronic Combat and Soviet battlefield laser technology. Additional fact sheets, information papers and congressional inserts were prepared in support of these offices and agencies. (5) 25 OEE Te yn CLASSIFIED BY DIR, FI, OACSI; DECLASSIFY ON OADR. OM 7; SD cusssirico By ore, F1, OACSI; DECLASSIFY ON OADR. o. (U) FY 84 OUTLOOK: As the threat support architecture for US programs becomes refined and the user sees the value of a coordinated con- sumer and intelligence producer forum (the TCG), the Threat Integration Staff Officer (TISO) function will grow. Separate from this function, but vital to its continuance is the need for a separate branch of qualified action offi- cers who provide foreign scientiric and technical intelligence to the TISO's and to the Army Staff. The probable consolidation during FY 84 of DANI-FIM 4-17 or ne roa 89.
UNCLASSIF «i and DAMI-FIT is a sound move. Both functions, threat integration (TISO‘s) and foreign science and technoloay staff offices (S&T analysts) must be fully staffed and maintained as separate entities under the new consolidated Threat Integration Division. 4. (U) Foreign Intelligence and Threat Managemert Division (DAMI-FIM). a. (U) The concept plan for this new division was forwarded to the Director of Management, OCSA, in December 1982. The division was provi- sionally established shortly thereafter with responsibility for the staff management of the Army's scientific and technical (S&T) and general intelli- gence production activities, and monitoring the provision of intelligence Support to the Army staff and selected major commands. The division was established with four teams: the Production Management Team (formeriy the Requirements Team); the Red Team (formerly Project Managers Office); the Materiel Development Support Team; and the Threat Forecasting Support Team. b. (U) Production Management Team. (1) (U) Continuing Functions. The Team developed the FY 1985 - 1989 General Defense Intelligence Program (GDIP) and the GDIP Congressional Budget Justification Book for the Army's intelligence production centers; developed, edited and disseminated a monthly message, called the ACSI Foreign Intelligence Review - Monthly (ACSI FIRM), which provided substantive intelligence assessments of particular interest at echelons above corps; developed a reorganization concept for the new division; staffed the Army input to various activities, such as, the “Intelligence Priorities for Strategic Planning" and the “National Intelligence Topics”, and exercised Staff management of the Army's intelligence production centers. (2) (U) Major Projects. Major projects included: development of a paper setting forth the “Army Intelligence Production Architecture" in response to FY 1985 GDIP guidance; initiation of an Army - wide proaram to 4-18 ers 9() UNCLASS'54i79
UNCLASSiziza better define user scientific and technical (S&T) requirements as the basis for establishing automated data bases within the Army S&T production centers; and participation in the development of a Threat Support Architecture to respond tc long-range intelligence support reouirements of the materiel deve- Topment community. c. (U) Red Team (1) (U) Continuing Functions. Throughout FY 1983 the Red Team con- tinued to support the major Army analysis agencies--Concepts Analysis Agency (CAA), Combined Arms Operational Research Activity (CAORA), and TRADOC Systems Analysis Agency (TRASANA)--in the dynamic simulation of Soviet around forces. Other activity involved the development of Red scenarios, in con- junction with TRADOC and senior service schools, and the provision of Red experts to act as Red force controllers. (a) {U) National Defense University: The Red Team devoted approximately half a man-year to PROUD PROPHET-83, a global war game conducted by NDU. The Team contributed information on which the NDU staff prepared the Red scenario and intelligence reports used in the game. Nther functions included acting as the Red Chief of General Staff, supervising the production of the entire Red War Plan and assisting the War Gaming and Simulation Center during exercise planning and production. (b) (U) Total Force Capability Assessment (TFCA): RED Team support for the JCS Joint Actions Directorate (formerly SAGA) wargaming effort has continued throughout the year. Involvement included application of basic threat data, responding to auvestions arising from came related situations, coordination of the data, and acvising the Army representative on the appropriate employment of Soviet forces. The effort has generally con- sumed about three man-days per week throughout the year. The experience has 4-19 n Ate UNCLASS FIED Of
UNCLASS Fico paid off in the usability of experience gained for other war games, par- ticularly those conducted by CAA and CAORA. (c) (U) PPBS Program Support: ODCSOPS conducts a con- tinuous series of studies and analyses in support of the budget and planning cycle. Each requires significant data inputs which must he monitored hy the Red Team on a continuous basis. Study support reauired weekly visits and meetings to ensure proper threat data and portrayal in the various studies. It also involves the briefing of ACSI General Officers for the various required General Officer Study Advisory Group meetinas which are held periodically to brief the interim and final study results and obtain ouidance or approval from the General Officer principals. (d) (U) Nuclear Weapons Studies: Red Team provided direct threat support for a series of ODCSOPS (nuclear) studies; Zero Base Artillery Fired Atomic Projectile Options, Short-Range Intermediate Nuclear Force Study and the newly initiated Nuclear and Chemical Assessment Data tudy. Collectively these studies are designed to present the Army case for short-range missile and artillery fired nuclear systems and determine required qualities and content of warhead stockpiles with emphasis on the European theater. The Red Team-coordinated threat input and advised on the application of threat data in the analysis. (e) (U) OMNIBUS Capability Study: OMNIBUS, conducted by CAA for ODCSOPS and supported by the Red Team, determines the support required for principal operational plans in Tight of Army force readiness Changes as structure changes and resouce proarams are implemented. This annual Study evaluates the US Army capabilities and develops recommendations for the improvement of the overall readiness posture. It supports the Program Objective Memorandum (POM) and budaet development, mission area ana- lysis, Congressional budget hearings, OSD major issues and other activity 20 4- UNCLASSIFIED 92
UNCLASSIFIED related to the readiness of the current force. The Red Team's principal con- cern was accuracy of data and appropriateness of threat simulation within model constraints. (f) (U) Total Army Analysis (TAA): TAA 4s conducted annually by CAA for ODCSOPS to determine a time-phased set of combat support unit requirements necessary to sustain programmed Army combat units in land warfare. Red Team activity is similar to that for OMNIBUS with the exception that threat involves forecasted forces. (9g) (U) Army Force Planning and Data Assumptions (AFPDA): Annually CAA produces the AFPDA, which serves as both the Red and Blue data base for the various PPBS studies conducted by CAA for ODCSOPS, The Red Team reviews and coordinates all threat data in the Red data base for the OACS!. (h) (U) Miscellaneous Studies: Additional support is provided in the form of document and threat paper reviews for TRADOC, CACDA, TRASANA, DIA, CiA, ITAC, FSTS, MIA, ODCSOPS and other elements of the GACS!. (i) (U) Army War College (AWC): Supported the joint Army-Air Force War College game CARMAX-83. This was a first attempt to deve- Top a war game that would link ground combat at the AWC and air combat at AFWC. The AWC game used the McClintic Theater Model. Red Team anatysts pre- pared a Red concept of operations, and force structure for the central region. During the conduct of the game, Red Team analysts advised the stu- dent Red players on the simulation of Red force employment concepts. (j) (U) TRADOC Scenario Oriented Recurring Evaluation System (SCORES): Activity this year was directed toward the review and approval of the force-on-force gaming of SCORES Europe V. This scenario will serve as the basis for high resolution gaming to be accomplished by TRADOC schools and centers in force and materiel development activities. USAITAC alsm supported this effort. 4-21 93
(2) (U)} Major Projects. " (a) (U) Soviet Battlefield Development Plan (SBDP). Red Team analysts wrote Volume VIII, Soviet Missions vs. Capabilities, which was published in November 1982. The vo’ume provides a comprehensive Army assessment of Soviet theater warfare capabilities for use by Army force and materiel developers. During FY 83 extensive research and analysis was con- ducted to improve Volume VIII for the revision scheduled for May 1984. The effort focused on Developing a more comprehensive knowledge of Soviet theater warfare concepts, particularly the theater strategic operation, improving the ' organization structure of the volume to better address the mission vs. capa- bilittes issue, and developing and rcfining a methodology for long-range forecasting of Soviet missions and capabilities. Cb) eel QE a During 1983 accomplishments involved: (Classitied by: DIR, FI, OACSI, Declassity on: OADR.) a eee
GE (ci assities by: DIR, FI, OACSI, Declassity on: OADR.) - (U) Tasking of USAITAC to receive the completed Soviet Analytical Model (SAM) and assume responsiblity for its further development and application. - (U) Identirication of data elements required to operate the SAM and assessment of information gaps. Ee es, qu (Classitied by: DIR, FI, OACSI, Declassify on: OADR.) (c) (U) Army Mode? Improvement Program (AMIP). The Red Team supported the AMIP principally through assistance with the Corps-Division Evaluation Model (CORDIVEM). A review of model logic was con- ducted in coordination with representatives from the ODUSA-OR, CAA, ITAC, and the AMIP Management Office. A revised AR 5-11, which governs the AMIP, was also reviewed and OACSI's role more specitically defined. (d) (U) Land Armaments and Manpower Model (LAMM). The Red Team continued to act as the principal OACSI Point of contact for LAMM and coordinated Army staff support of the 1983 update of this interagency data base on Soviet ground forces. Projection methodology was refined and produc- tion of Army intelligence products was coordinated to take advantage of LAMM data. e so] ct
UNCLASS rey bu twee FS d. (U) Materiel Development Support Team. (1) (U) Continuing Functions. The mission of this team is to ensure the integration of timely, continuous and approved threat in the Army's force modernization and materiel acauisition process. Emphasis is placed on pro- viding threat Support to TRADOC's Mission Area Analysis process as well as the development and testing of specific materiel systems. Assigned personne! perform duties as Threat Integration Staff Officers (TISO) responsible for Supporting the Department of Army System Coordinators (DASC) in ODCSRDA and the Force Integration Staff Officers (FISO) in ODCSOPS. These TISOs work with TRADOC, DARCOM and a wide range of Army and joint activities involved in "Blue and Red" efforts related to Major Program and Desianated Acauisition Program (DAP) materiel development Systems. One of the primary duties of a TISO is to establish and chair Threat Coordinating Groups (TCG) for each major and DAP system. A TCG functions as an integrating mechanism between the Army's combat and mteriel development activities and the intelligence and threat production community. A TCG develops a comprehensive threat support plan to manage the integration of threat throughout the entire life cycle of an Army materiel system. During FY 83 a number of TCGs were established to Support US Army combat and materiel development. These included. TCGs for the | following materiel systems: MIEI Tank, Bradley Fiahting Vehicle, LHX Helicopter, Anti-Tactical Missile, Remotely Piloted Vehicle, SHORAD C2, and Army Helicopter Improvement Program. The team also supported threat inteara- tion in materiel testing activities by providing OACSI representation to ADATS program. review meetings, and Test Schedule and Review Committee — meetings. 4-24 UNCLASSc IED 96
UNCLASSISED (2) (U) Major Projects. The team began the revision of AR 381-11 “Threat Support to US Army Force, Combat, and Materiel Development". The revision will reflect a major realignment of responsiblities and proce- dures for threat support to combat and materiel development. It will also include a description of the improved threat support architecture. e. Threat Forecasting Support Team. (1) (U) Continuing Functions. This team manages the production and use of threat and threat forecasting for Army level plans, with special emphasis on managing production of the Soviet Battlefield Development Plan (SBDP) by the Army's intelligence production centers. (2) (U) The first edition of the SBDP was published and distributed in FY 1983. The SBDP is an eight volume forecast on Soviet around forces with projections of how such forces will he organized and operate out 20 years in the future. 425 UNCLASSIFIED
Hotioolrled SECTION 5 DIRECTORATe OF FOREIGN LIAISON 1. (U) Foreign Liaison Overview of FY 1983 a.  (U). The Foreign Liaison Directorate of (DAMI-FL) continued to be the Army's official point of contact and channel of cammunication between DA ang foreign military attaches. In this capacity, it supported SECDEF, OSA, CJCS, OCSA, ODCSOPS, and OACSI in conducting US-hosted tours for foreign officers. Also, DAMI-FL acted as Army representative at official social functions hosted by foreign embassy personnel. The office planned, processed, arranged, and administered DOD and DA VIP tours; Soviet travel; non-security related self- invited foreign national visits to Army facilities and agencies; and attache accreditations; foreign national hospitalization and awards; holiday congratu- latory letters; Army social functions involving foreign nationals; foreign national identirication cards; foreign attache files; and protocol calls to Army, Defense, or other Services’ offices. FL also coordinated with US Amy attaches and foreign military attaches on reciprocity issues. The Director of Foreign Liaison continued to serve as Chief of the Foreign Liaison Office, which is an element of the QACSI Field Operating Agency — US Amy Intelligence Operations (USAIOD) Detachment. b. (U) Within the Army Staff, the conduct of foreign liaison is the respon- sibility of the Assistant Chief of Staff for Intelligence. The Directorate of Foreign Liaison, which falls directly under the Assistant Chief of Staff for Intelligence, and the Foreign Liaison Divison, Intelligence Operations Detachment, INSCOM, which is responsible to the Director of Foreign Liaison for normal operational activities, are tasked with carrying out the QACSI's foreign liaison mission requirments. The Foreign Liaison Division consists of three branches: Attache Coordination, Tours, and Protocol. 5-1 gx UNCLASSIFIED
TAING © awn Matos a i) 2. (U) Major Organizational Chanaes a. (U) The Foreign Liaison Directorate felt the impact of two significant changes during FY 1983. In August 1982, Congress enacted Public Law 97-241, the Foreign Missions Act, to more effectively control reciprocity deal ings with foreign nations, particularly the Soviet Union. ‘The law requires reciprocity on treatment of foreign diplomatic personnel assigned to the US to be based upon each country's treatment of United States personnel assigned to their respective country. Responsibility for managing the Army role in imple-~ menting the new law was assigned to the Foreign Liaison Directorate, which monitors implementation of the law's provisions applicable to foreign military attaches. b. (U) The second significant change during FY 1983 was in the area of handling technelogy transter issues. To improve consistency of Army response ‘to foreign governments, to directly address the Army’s technology transfer responsibility, and to make better use of OACSI personnel and resources, the Foreign Liaison Directorate was reorganized on 22 February 1983 with three branches (Tours, Protocol, and Attache Coordination) having the same basic mission, less responsibility for managing foreign technology transfer and security matters, involving Foreign Military Attaches and other foreign nationals. Implementation of this reorganization resulted in the transfer of ten personnel to the OACSI's Counterintelligence Directorate to form a new branch to focus directly on Foreign related technology transfer and security issues. ‘he Foreign Liaison Support branch was renamed the Attache Liaison Coordination branch, reduced substantially in size, and given an attache support focus similar to its predecessor branch; but without responsibility for foreign visits involving UNCLosisiep Cwedie j
UNCLASSIFIED classified matters and without responsibility for document transfer to foreign governments or for functional accreditations. The Attache Coordination branch was assigned, however, responsibility for administering Army participation in implementing provisions of the foreign mission act. c. .(U) There were several personnel changes in FY 1983. ‘Colonel Harry L. F. Ching, Director of Foreign Liaison retired in July 1983, and was replaced by Colonel Roger G. Seymour. Lieutenant Colonel Robert W. Tyler replaced Lieutenant Colonel Francis P. Keough as Chief, Attache Coordination Branch in June 1983. The following is a list of key Foreign Liaison Directorate personne! who were in place at the end of FY 1983: Colonel Roger G. Seymour, Director (18 July 1983) Lieutenant Colonel Neil M. Hagerty, Deputy Director (1 August 1982) Lieutenant Colonel J. Allen Kimball, Chief, Tours 8ranch (5 June 1982) Lieutenant Colonel Paul 8. Flebotte, Chief, Protocol Branch (8 September 1981) Lieutenant Colonel Robert W. Tyler, Chief, Attache Coordination Branch (1 June 2983) VNCLASSIFIED - 100
UNCLASSIFIED 3.  (U) Attache Coordination Branch (DAMI-FLC) a. (U) The branch works closely with the Counterintelligence Directorate on accreditation of foreign military and civilian personnel to US Army commands and activities, foreign national requests for visits to US Army activities and Defense contractors for which the Army has responsibility, and the processing of document and information requests from foreign military attaches. Also, the branch approves issue of indentification cards to eli- gible foreign military personnel and their dependents; prepares pre-brief materials describing distinguished foreign visitors for senior Army officials; publishes the Army's Directory of Foreign Military Attaches and the Policy and Procedures Guide for Foreign Military Attaches and Representatives; manages DAMI-FL's funds; and represents the Army at the State Department's Office of Foreign Missions in matters involving implementation of the August 1982 congressionally enacted Foreign Mission Act. b. (U) In Calendar Year (CY) 1983 DAMI-FLC, working in conjunction with the Assistant Chief of Staff for Intelligence, Counterintelligence Directorate, accomplished the following: (1) (U) 202 foreign nationals were accredited to conduct business with US Army activities. Of these personnel, 29% were granted accreditations as Military and Assistant Military Attaches and 71% were accredited func- tionally as Liaison, Integrated, Exchange, or Special Project Officers. At the end of the CY there were 662 foreign nationals accredited .to the US Army. (2) (U) 1731 foreign national requests for Army documents and/or information were processed. Of these requests, 84% were approved. 5-4 - 101 UNCLASSIFIED
UNCLASSIFIED (3) (U) 10,990 foreign national requests for visits to US Army activities and/or Defense Contractors were processed in OACSI in 1983 (in close coordination between FLC and the Tech Transfer Division of DAMI-CI) under the provisions of AR 380-25, Foreign Visitors and Accreditations. Of these, 89% were approved. These requests represent an estimated total of nearly 77,000 foreign visitors to US Army CONUS locations. About 10% of these visit requests were non-security, non-tech transfer related and were handled by DAMI-FLC. (4) (U) Briefing books were prepared for senior Army officials on 121 distinguished foreigners visiting the Pentagon during the FY. (5) (U) 2,878 identification cards were approved for issue to eligible Foreign Military personnel and their dependents. 4.  (U) Foreign Liaison Tours Branch: Tours Branch (DAMI-FLT) had the respon- sibility for planning and administering officially hosted visits of foreign military dignitaries to the United States. During FY 1983, DAMI-FLT admi- nistered a total of 51 such tours, as follows: a.  (U) Army VIP Tours: Army VI? Tours were administered for counter- parts and guests of the SA, CSA, VCSA, and other senior DA officials. NO. TOURS CONDUCTED NO. FOREIGN PARTICIPANTS 9: 32 b. (U) Defense VIP Tours: These FY 1983 tours were administered for counterparts and guests of SECDEF, OSD, and CJCS on a rotational basis with the other services. - NO. TOURS CONDUCTED BY FLT NO. FOREIGN PARTICIPANTS 3 25 5-5 UNCLASSIFIED *- 102
UNCLASSIFIED c. (U) ACSI Tours: these tours were administered for counterparts and guests of the ACSI and also included various attache tours sponsored by the ACSI. NO. TOURS CONDUCTED NO. FOREIGN PARTICIPANTS ACS] Counterpart Tours 4 7 Foreign Attache Tours 2 71 TOTAL 6 78 d. (U) Security Assistance Tours: There were two types of Security Assistance Tours administered by DAMI-FLT during FY 1983. These were Orientation Training Tours (OTTs) and Washington, DC, Schools Tours. OTTs were conducted under the auspices of the International Military Education and Training Program (IMET) or the Foreign Military Sales Program (FMS). Their purpose was to acquaint senior foreign officers with US Army doctrine and training methods. Washington, DC, Schools Tours were made under IMET and FMS for foreign students attending US Army service schools (career course level and above). The tours acquainted par- ticipants with HODA, State Department, an¢ other government and civi*ian insti- tutions in the Washington, DC, area. NO. TOURS CONDUCTED NO. FOREIGN PARTICIPANTS OTTS 12 108 Washington, DC.Schools Tours 10 794 TOTAL 22 902 e. (U) Special Tours: These FY 82 tours were ad hoc/unprogrammed, yet officially hosted foreign visits or tours not falling under other programs. NO. TOURS CONDUCTED NO. FORIEGN PARTICIPANTS il 164 5-6 UNCLASSIFIED 10%
HeLhsolflED Cc. (U) Foreign Liaison Protocol Branch: The Protocol Branch processed requests fram foreign governments for hospitalization of foreign nationals in US Army hospitals; processed ACSI recammendations for the awarding of US decora- tions to foreign nationals located in or visiting the US; processed and staffed US Army congratulatory letters to various foreign Army Chief of Staff Cecunterparts and foreign military attaches in Washington, DC, on their coun- tries‘ national holidays, pramotions, appointments, and retirements; and arranged for protocol calls on the Secretary of the Army, Deputy and Assistant Secretaries, CSA, VCSA, and the ACSI. (1). (U) There were seven requests from foreign governments for hosvitaliza- tion in US Army hospitals. All were approved. (2). (U) There were 27 awards to foreign military dignitaries during FY 1983. Twenty-two Legion of Merits and five Meritorious Service Medals were awarded. (3). (U) Letters were sent to CSA and ACSI Counterparts in accordance with accepted international protocol procedures. There were 104 letters on the occasion of national holidays, 30 CSA Counterpart letters, 12 ACSI Counterpart letters, and 13 pieces of other correspondence for the reporting year. (4). (U) The Protocol Branch planned and arranged 60 officially-hosted social functions for the ACSI, other Army Staff members, and the Secretary of the Army during FY 1983. These included luncheons, dinners, receptions, bar- becues, picnics and parades. - (5). (U) On 19 April 1983, Lieutenant Colonel Y. N. Barmyantsev, Acting Military Attache, USSR, was declared persona non grata. Colonel Barmyantsev was apprehended by the FBI while engaging in espionage activities in violation 5-7 UNCLASSIFIZ9 few 104
UNCLASSIFIED of host country diplomatic protocol. After being made PNG, Earmvantsev's official accreditation to the Department of the Army was withdrawn by the ACSI and he was told to depart the US within 72 hours. 5-8 UNCLASSIFIER
UNCLASoITICN SECTION 6 AUTOMATION MANAGEMENT OFFICE NE Or CE 1. (U) AN OVERVIEW OF FY 83, a. (U) The Intelliaence Automation Management Office (DAMI-AM) continued its mission of serving OACSI and HOQDA as life cycle manager for actions related to automated intelligence systems within the Army Intelligence Data Handling System (1DHS) community. The major concerns of this office have centered on planning and budgeting for computer assisted support to the Army MACOMs, U&S Commands, and Army threat Production field operating activities using Genera} Defense Intelligence Proaram (GDIP) funds. Those concerns have centered in two areas: (1) (U) Insuring that sound planning and budaetina occurs in order to Provide or develop the entire automated support needed to meet the functional requirements of a command or organization. Such p'annina involves the factors of manning, adequate power source, site preparation, necessary telecon- munications, as well as the usu2? computer hardware and software needed to operate the system. (2) (UY Insuring that approved funds are used in a prudent and effi- cient manner to produce automated systems which wil? contribute to a more effec- tive performance of the mission of an intelligence oraanization. b. (U) During 1983 the Army, Air Force, and the Defense Inte’licence Agency grew closer to each other in using common automated standards and sharing of technology within the DOD Intelligence Information System (DCDIIS} commini ty. They did this, not because of direction from higher authority, but because in a time of limited manpower and funding resources, accentuated hy the reauirement to field systems quickly with a high prohability of success, they found it to their mutual benefit to adopt Cl, eos and useful applications and 6-1 106
UNCLASSIFIED communications software which others had developed. This oreatly improved the abitity to exchange information from separate commands in a compatible and more timely manner. More will be stated below concerning the specific projects and accomplishments. 2. (U) MAJOR ORGANIZATIONAL CHANGES. a. (u) There were no major organizational changes to the office durira the year. Authorized mititary and civilian strenaths remained the same. b. (U) Concerning the personnel situation: (1) (U) Mr. Robert Walsh, the former Chief of DAMI-AMP, returned to that position after completing his career with the U. S. Navy. (2) (U) Mrs. Gail Hagler joined the office as the Chief of DAMI-AML following the retirement of Mr. Don Southall. Mrs. Hagler's last position prior to joining DAMI-AM was in the office of the Project Manager of TACMIS. (3) (U) Mrs. Candy Alderman, a computer specialist in DAMI-AMP, left the office to accept a position in the Commerce Department. 3. (U) NARRATIVE OF ACTIVITIES. a. (U) Continuing Functions. (1) (U) The Intelligence Information Subsystem (1252) no lonaer exists. It was converted to an automated message hand’ing system {AMHS) for ODCSI, USAREUR, usina the same eauipment as the first phase of the Relocatable/Redeptoyable Army Processors for Intelligence Data in Europe (RAPIDE) project. The AMHS uses the MAXI-CSP software developed by AFIS (Air Force). The implementation was successful. Users of the system within ODCS] 6-2 UNCLASSIFIED - 107
UNCLASS lz USAREUR were pleased with the performance which has measurahly reduced the delays associated with getting messages to the key personnel and action officers in a timely manner. This is a case in which proven and accredited software used within the intelligence community was used to field a system quicker and at lower cost than would have heen the case if software were 4eveloped. (2) (U) A three year effort developing operatina system software referred to as Version 5.0 under the ASSIST Project was terminated during the year. This was done because the software developed hy the Air Force provided most of the same functions as ASSIST performed, plus it provided valuahle message handling functions, mentioned in paraoraph 3.a.(1) above which ASSIST did not. (3) (U) ADP support activities continued at Ft. Braaa, FSTC, MIA, HQ SHAPE, and HQ EUCOM without any significant modifications. Extensive discussions were conducted durina the last three months of the year concernina the need to provide automated intelligence support to CENTCOM, REDCOM, and ARCENT from the Ft. Bragg ADP facility; however, a finalized and approved con- cept of how this shouia and would be done was not developed curinae the year. (4) (U) After having achieved full operational capability (FOC) and having been operational for one year after FOC, EUCOM AIDES is now considered part of baseline USEUCOM ADP support. A maior effort is now underway to define and develop an ADP concept which will address the shortfalls to the current > system. b. (U) Major Projects. (1) Three major projects had heen initiated prior to 1983 to pro- vide support to USFK, HQ USAREUR, and ITAC within INSCOM. Those projects were the Korean Intelligence Support System (KISS), the RAPIDE Project, and the Army 6-3 UNCLASS:FI27 128
UNC ssi Threat Intelligence Production System (ATIPS). Mr. Richard Leftwich replaced Mr. Lou Makin as the Project Manager for ATIPS. Those three projects continued under development during the year on schedule. There were no sianificant changes in concept, although the funding for the KISS project increased sionifi- cantly from approximately $30 million to approximately $54 millfon as a resu't of a detailed review of the hardware, software, and communications reouirements. KISS had a successful in-process review (IPR) for Milestone I, and RAPIDE ane ATIPS had successful IPR's for Milestone II. (2) (U) The SOUTHCOM Intelligence Support System (SCISS) project was approved and initiated. Funding was replaced within the GDIP and plannina for communications and an appropriate site for AMHS support to the SOUTHCOM J2 began. (3) (U) The All-Source Analysis System (ASAS) was a proaram developed outside the direct control of this office and the ACSI. BG Salisbury was the Project Manager for that multi-million dollar development effort. Nevertheless, since there was so much tunctional similarity between his ASA> program and the RAPIDE and KISS programs, memorandums of agreement (MOAS\ were developed and completed among the three project managers as evidence to key DOD officials and Congressional staffs that coordination amonao the proarams and project mana- gers was occurring so that duplicative developmental efforts could he avoided. (4) (U) Project ASSIST was a prooram initiated in-April 1973 as a five year modernization effort to improve Army I9DHS, a proaram to provide facilities, standard terminals, and software to process and exchanae both raw data and intelligence information among separate intelliaence oreanizations. 6-4 UNCLESZiricd 109
UNCLATS ED SECTION 7 PLANS, PROGRAM AND BUDGET OFFICE 1. (U) (MAJOR ORGANIZATIONAL CHANGES. a. (U) The Directorate of Intelligence Resources Management (DA‘II-RM) was reorganized as a Plans, Program and Budget Office (DAMI-P3) and a Staff Management Office (DAMI-2xM). The Plans element of the Directorate of Intelligence Systems (DAMI-IS) was moved to DAMI-PB, and, together with the programing and budget functions, formed the new Plans, Program and Budget Office (DAMI-?PB). The personnel, administrative support, and management analysis elements of the disestablished Directorate of Resources Management became the Management Support Office (DAMI-ZXM). b. (U) The Director of Resources Management, COL John M. Bryden, retired. COL James V. Benvenuto became the Chief of the new Plans, Program anc Budget Office (DAMI-P3). 2. (G) NARRATIVE OF ACTIVITICS. a. (U) Continuing functions. The Plans, Program, and Budget Office was the QACSI focal point for general multi-disciplined intelligence plans, stra- tegy, and policy originating from National, Department of Defense, Joint, and Army agencies. Specifically, the organization was responsible for these func- tions: - Amy regional intelligence plans - DOD, Joint and DIA plans, studies and guidance. . - Army intelligence plans and studies. ° - Army intelligence support to continuity of government. - Intelligence aspects of contingency plans. b. (U) Major Projects. (1) (U) Plans, Program and Budget Oftice instituted or Geve loped UNCL A707 + 110 Sei é. J
UNCLASSIFIED two major programs to improve Army intelligence management in FY 83. These programs were The Army Inte!iicence Manacement Plan (ALP) and the oxcet Flanc, Progran, Budget and Execution System (PPBES). Their objectives were to provide overall planning direction across program lines for Army intelligence anc to provide OACSI with a syStematic method to participate in the Army and Mational PPBES system. (2) (U) The AIMP was published and distributed to the headquarters and field activities in February 1983. The OACSI PPBES program was approves by the ACSI in September 1983. (3) (U) No significant problems were encountered. (4) (U) At the end of the fiscal year, preparation of the second AIMP was in progress and the PPBES program was about to become operational. UNCLASsipr: | HI
Uno esi FED ANNEX. 1 GLOSSARY AARCS--The Army Automatic Agent Radio Communications System AASP--Army Automation Security Progran ABCA--American, British, Canadian and Australian ABCMR--Army Board for the Correction of Military Records ABIC--Army Battlefield Interface Concept ABM--Anti-Ballistic Missile AC2MP--Army Command and Control Master Plan ACE--Allied Command Europe ACLU--American Civil Liberties Union ACOMS--Automated Collection Management Systems ADP--Automatic Data Processing AEB--Aerial Exploitation Battalion AER--Alliance to End Repression AcWIC--Army Electronic Warfare Intelligence Committee AFMCO--Army Force Modernization Coordination AFMIC--Armed Forces Medical Intelligence Center AFONSI--U.S. Air force Office of Special Investiaations AFPDA--Army Force Pianning Data and Assumptions AG--Attorney General AGC--Army General Council AIDES--Analyst Intelligence Display and Exploitation System AIMP--Army Intelligence Management Plan AlS--Army Inteltigence System I-1 UNCLASSIFIED 112
UNC si7370 AMIP--Army Model Improvement Program AMMO--Army Model Improvement Management Nf fire AMOPS--Army Mobilization and Operations Plannina System AMORE--Analysis of Military Organizational Effectiveness AN/TPS-36/37--Night Vision System Counterfire Radars AN/TSQ-73--Tactical Fire Control System Missile Minder AOC--Army Operations Center AR--Army Regulation ARI--Army Research Institute ARNG--Army National Guard ARSTAF--Army Staff ASA--Army Security Agency ASA(IL&FM)--Assistant Secretary of the Army for Installations, Logistics and Financial Management ASAP--Administrative System Acceleration Plan ASARS--Advance Synthetic Aperture Radar Systems ASAS--A11 Source Analysis System ASAS/C--A11 Source Analysis System and Center ASDS--Automated SIGINT Distribution System ASM--Army Spectrum Management ASSIST-~-Army System for Standard Intellicence Support Terminals ASWS--Advanced Systems Working Group ATACS--Army Tactical Communication System ATGM--Antitank Guided Missile ATIPS--Army Threat and Intelligence Production System AUTOSEVOCOM--Automatic Secure Voice Communications 1-2 UNCLASS Fiz) 113-
Piercy fo ae Vrbenuciricf) AWC--Army War Collese BAMP--Battlefield Automation Management Program BDC--Berlin Democratic Club BETA--Battiefield Exploitation/Target Acauisition BMD--Sallistic Missile Defense BPP--Black Panther Party BSI--Battlefield Systems Integration CAA--Conferesice of American Armies CACDA--Combined Arms Combat Development Activity CBUIWG--Caribbean Basin Joint Intelligence Working Group CBJB--Congressional Budget Justification Book C3-CM--Command, Control, and Communications-Counter Measures C31--Command, Control, Communications and Intelligence CCF--Central Personnel Security Clearance Facility CCO--Classified Control Officer CCP--Consolidated Crypto'ogic Program CCRAWG--Command Control Requirements Appraisal Working Group CENTAG--Central Army Group, Central Europe CEWI--Combat Electronic Warfare and Intelligence CI--Counterintelligence CIA--Central Intelligence Agency CID--Current Intelligence Division CJB--Congressiona? Justification Book CUCS--Chairman, Joint Chiefs of Staff CMF--Career Management Field 1-3 114
COCOMP--Committee on Compartrentation COG--Continuity of Government COMINT--Communications Intelligence COMIREX--Committee on Imagery Reconnaissance and Exploitation CONUS--Continental United States COOP--Continuity of Operations CORDIVEM--Corps/Division Evaluation Mode? COTR--Contracting Office Technical Representative CPX--Command Post Exercise CSA--Chief of Staff of the Army CSM--Chief of Staff Memorandum CSR--Chief of Staff Regulation CSWS--Corps Support Weapon Systen CTF--Consolidated Training Facilities CW/BW--Chemical Warfare/Biological warfare DA--Department of the Army DARCOM--U.S. Army Materie? Development and Readiness Command DAS--Defense Attache Service DCA--Defense Communications Agency DCI--Director of Centra) Intellioence DCID--Director of Central Intelligence Directive DCII--Defense Central Index Investigations DFI--Directorate of Foreign Intelligence DG--Defense Guidance DIA--Defense Intelligence Agency 1-4 NCLASSI Crm ¥15
UNCLASS Fiza DIP--Defense Intelligence Plan DIPP--Defense Intelligence Projections for Planning DIRNSA--Director, National Security Agency DIS--Defense Investigative Service DITB--Digital Imagery Testbed DITFOR I1I--Defense Intelligence Technica) Forum DLI--Defense Language Institute OLIFLC--Defense Language Institute, Foreign Language Center DMA--Defense Mapping Agency DoD--Department of Defense DoD11S--Department of Defense Intelligence Information System DRSP--Defense Reconnaissance Support Proaram DSCS--Defanse Satellite Communications DSS--Defense Supply Service DSSCS--Defense Special Security Communications System DTSS--Digital/Topographic Support System EAC--Echelons Above Corps EAP--Emergency Action Program EEWG--ELINT Exploitation Working Group ELINT--Electronic Inteltigence ELTEC--ELINT Technical Data File ELWG--Electronic Intelligence Working Group EMP--Electromagnetic Pulse EMSEC--Electro-Magnetic Security E0--Electro-optics UNCLASSIF=: 116
UNCLASSA,29 E0CG--Electro Optics Coordinating Group £SwWG--Exploitation Softcopy Working Group EUCOM--.S. European Command EW--Electronic Warfare EXRAND--Exploitation Research & Development FARO--Functional Area Representational Objective FAO--Foreign Area Officer FAOS--Foreign Area Office Specialty FBl--Federal Bureau of Investigation FIAP--Foreign Intelligence Assistance Progran FIS--Foreign Instrumentation Signals FMS--Foreign Military Sales FOA--Field Operating Agency FORCEM--Force Evaluation Model Theater Level FORSCOM--U.S. Army Forces Command FSD--Functional System Description FSTC--Foreign Science and Technology Center FTX--Field Training Exercise FYDP--Five Year Defense Program FYTP--Five Year Test Plan GDIP--General Defense Intelligence Program GOA--General Operating Agency GPAS--Ceneral Performance Appraisal System HAC--House Appropriations Committee 1-6 UNCLAS3iIeA © NAT
OMe UNCLASS FLD H10S--Headquarters Integrated Office System HUMINT--Human Intelligence HUIS--Hungarian Intelligence Service IC--Intelligence Community ICF--Intelligence Contingency Fund IDHS--Intelligence Data Handlina System IEW--Intelligence Electronic Warfare IEWMAA--Intelligence and Electronic Warfare Mission Area Analysis II--Imagery Interpretation TIM--Interagency Intelligence Memorandum T1SS--Intelligence Information Subsystem IMCG--Intelligence Management Coordinating Group IMET--International Military Education and Training IMINT--Imagery Intelligence INSCOM--U.S. Army Intelligence & Security Command INTACS--Integrated Tactical Communications System I0D--.S. Army Intelligence Operations Detachment 10SS--Intelligence Organization and Stationing Study IPB--Intelligence Preparation of the Battlefield IPB--Intelligence Property Book IPRV/TADARS--Remotely Piloted Vehicle/Target Acouisition Designation Aerial Reconnaissance System " IPS--Imagery Planning Subcommittee IR&DC--Intelligence Research & Development Committee IRIS--Infrared Information Symposium 1-7 PNCLASS!FIE OATS Oout to
IRI dP--Imagery Reconnaissance and Interpretation Working Party IRR--Individual Ready Reserve 12S2--Intelligence Information Subsystem TTAC--U.S. Army Intelligence and Threat Analysis Center ITACIES--Interim Tactical Imagery Exploitation System 1&W--Indications and Warnings JCS--Joint Chiefs of Staff JIEP--Joint Intelligence Estimate for Planning | JINTACCS--Joint Interoperability of Tactical Command and Control Systems JIS--Joint Intelligence School JNIDS--Joint National Intelligence Dissemination System JSCP--Joint Strategic Capabilities Plan JSPDSA--Joint Strategic Planning Document Supporting Analysis J-STARS--Joint Surveillance, Target Acquisition, and Reconnaissance System JTIDS--Joint Tactical Information Distribution System KISS--Korean Intelligence Subsystem LAF--Lebanese Armed Forces LAMAS--Location and Movement Analysis System LAMM--Land Armament and Manpower Mode) LAN--Local Area Network LANTCOM--Atlantic Command LET--Live Environment Training LOI--Letter of Instruction LRP--Long Range Planning LWIR--Long Range Infrared 1-§ UNCLASSIFIED | 119
UC coFZD MACOM--Major Army Command MAGIIC--Mobile Army Ground Imagery Interpretation Center MARC--Material Acquisition Resource Committee MCC--Mobile Command Center MC&G--Mapping, Charting, and Geodesy -MDW--Military District of Washington MENS--Mission Element, Need Statement MI--Military Intelligence MIA--Missile Intelligence Agency | MITA--Medical Intelligence Information Agency MILDEPS--Military Departments MILPERCEN--Military Personnel Center MOA--Memorandum of Agreement MOBDES--Mobilization Designee MOBEX--Mobilization Exercise MOS--Military Occupational Speciality MSE--Mobile Subscriber Equipment MSPB--Merit System Protection Board MTM--McClintic Theater Model NATO--North Atlantic Treaty Oraanization NCA--National Command Authority NDA--Nondisclosure Agreement NDP--National Disclosure Policies NDPC--National Military Information Disclosure Policy Committee NEP--National ELINT Plan NFIB--National Foreign Intelligence Board 1-9 UNCLASOF=p 120
an ne OC LAS SIL =D NFIP--National Foreign Intelligence Program NICEP--National Intelligence Committee for Emergency Planning NIE--National Intelligence Estimate N1S--Naval ‘Investigative Service NLG--National Lawyers Guild NMCC--National Military Command Center NMIC--National Military Intelligence Center NSA--National Security Agency NSRS--National SIGINT Requirements System NSRL--National SIGINT Requirements List NTC--National Training center NST--Next Soviet Tank NWEAMP--Nuclear Weapons Employment Acquisition Master Plan OACSI--Office of the Assistant Chief of Staff for Intelliaqence OAMP--Optical Aircraft Measurement Plan OAUSA--Office of the Assistant US Attorney OCA--Office of the Comptroller of the Army OCLL--Office of the Chief of Legislative Liaison ODCSOPS--Office of the Deputy Chief of Staff for Operations OFCO--Offensive Counterintelligence Operation OGC--Office of the General Counsel OMA--Operations and Maintenance Army OMB--Office of Management and Budaet OMG--Operational Maneuver Group OPCON--Operational Control OPELINT--Operational ELINT 1-10 UNL AS: - 0 Yan ee crc 121
Tere 1 male. . UN OTe iED OPSEC--Operations Security OPSCOM--Operations Subcommittee OSD--Office of the Secretary of Defense OSPG--Office Systems Planning Group OTJAG--Office of the Judge Advocate General OTT--Orientation Training Tours PAC--Program Advisory Council PARR--Program Analysis and Resource Review PBD--Program Budget Division PBG--Program and Budget Guidance PCAC--Primary Contro) and Analysis Center PCP--Priority Collection Project PD/NSC--Presidential Division/National Security Council PDIPS--Program Development Increment Packages . PDM--Program Decision Memorandum PLRS--Position Location and Reporting System PM--Project Manager PMAS--Performance Management of the Army Staff POI--Program of Instruction POM--Program Objective Memorandum PSP--Personnel Security Program QRC--Quadripartite Research Committee - QRMP--Quick Response Multicolor Printer QWG/Al--Quadripartite Working Group on Automation Interoperability RAPIDE--Relocatable Army Processors for Intelligence Data In Europe RC--Reserve Component I-11 UNCLASE =< Ie
UNC MS FED SIGINT--Signals Intelligence SIGMA--Maneuver Control System SIGSEC--Signal Security SINCGARS--Single-Channel Ground and Airborne Radio System SIRVES--Signals Intelligence Requirements, Validation and Evaluation Subcommittee SISR--Signals Intelligence Security Regulations SL--Ski1l Level SNIE--Special National Intelligence Estimate SNR--Senior National Representatives SOER--Standing Operational ELINT Requirement SOFO--Special Operations Field Office SOP--Standard Operating Procedure SOT--Special Operational Training SOTAS--Standoff Target Acquisition System SPCH--Special Project CONSTANT HORIZON SPM--Service Program Manager SRB--Selective Re-enlistment Bonus $S0--Special Security Office S&T--Scientific and Technical SWP--Socialist Workers Party TAA--Total Army Analysis TACIES--Tactical Imagery Exploitation System TACS--Tactical Air Control System , TACSATCOM--Tactical Satellite Communications TADS--Tactical Air Defense System I-12 UNCLiscr29 123
UNCLASSIEIED TAFT--Technical Assistance Field Team TCC--Telecommunications System TEATAC--Technical Evaluation of Army Tactical TECRAS--Technical Reconnaissance and Surveillance TENCAP--Tactical Exploitation of National Capabilities TIARA--Tactical Intelligence and Related Activities TIDEP--Tactical Intelligence Defense Exchange Program T1SS--Tactical Imagery Satellite System TOA--Total Obligational Authority TOC--Total Operations Center TRADOC--U.S. Army Training and Doctrine Command TRASANA--TRADOC Systems Analysis Activity TRITAC--Tri-service Tactical Communications TSARC--Test Schedule and Review Committee TSG--The Surgeon General UIC--Unit Identification Code USACIDC--U.S. Army Criminal Investigations Command USAFAC~-U.S Army Finance and Accounting Center USAICS--U.S. Army Intelligence Center and School USAIRR--U.S. Army Intelligence Records Repository USAREUR--U.S. Army, Europe USASSG--U.S. Army Special Security Group USCINCEUR--U.S. Commander in Chief, Europe USSOUTHCOM--U.S. Southern Command USSS--U.S. SIGINT System I-13 UNCLASSIFIED ry
UNCLASSIFIED VCSA--Vice Chief of Staff of the Army VFDMIS--Vertical Force Development Information Systems WIMEA--Wiretap Investigative Monitoring and Eavesdrop Activities WPC--Word Processing Center WPE--Word Processing Equipment WHIMS--Worid-Wide Indicator Monitoring System WWMCCS--World-Wide Military Command and Control Systems 1-14 UNCLASSiFiep