e ee, . . . » © . DEPARTMENT OF THE ARMY OFFICE OF THE ASSISTANT CHIEF OF STAFF FOR INTELLIGENCE ANNUAL HISTORICAL REVIEW (RCS CHTS-6) (R3)) 1 OCT 19R% - 30 SEP 10R4 His PAGE CLASSIFIED RY: MULTIPLE SOURCES INCLASSIFIED DECLASSTFY ON: OADR oe 1 hy wees Ou fe Meee, . . : - 9 eee
A a oY TABLE OF CONTENTS Paragraph Pace SECTION 1. INTRODUCTION PELFSONNE Le wccccccccccceseseccscccsscee 2 a | Staffing @rieeenveeeeeveeaeteeeeoeeoeoevneoeneneeeoce 3 1-2 SECTION 2. DIRECTORATE OF INTELLIGENCE SYSTEMS Overview. ccccccccccccccsvsccccececcces 1 2-)] Key PETSONNE] .ccccccccccesvcevescesese 2 2-2 . Narrative of ActivitieS.cccccccccccces 3 2-3 SECTION 3. COUNTERINTELLIGENCE DIRECTORATE Overview. cccccccccccccesccccccccesecece 1 3-1 Major Organizational ChangeS.ccccceoee 2 3-3 Narrative of ActivitiesS...ccccccccccsece 3 3-6 SECTION 4. DIRECTORATE OF FOREIGN INTELLIGENCE OveErview.ccccoccccccccacccescccccsececces i- 4-] Key Personne]. cccccccccccccccccesccece 2 4-1 Narrative of ActivitieS..ccccccccccces 3 4-2 SECTION 5. DIRECTORATE OF FOREIGN LIAISON Organizational ChangesS...cccccccvcccce 1 5-1 Key PerSonnel.ccccccveccssecccececscseese 2 5-1 Narrative of Activities.cccccccccccccos 3 5-] SECTION 6. INTELLIGENCE AUTOMATION MANAGEMENT OFFICE Overview. coccccccccsscccssesccescecsesecs 1 6-] Organizational ChangeS.ccccccccccscvece 2 6-1 — Narrative of Activities..cccccccccccece 3 6-2 SECTION 7. PLANS, PROGRAM AND BUDGET OFFICE Major Organizational Changes... .ccccece 1 7-1 Key PErSONnNel].ccccccsccvcccscccccsesce 2 7-1 Narrative of Activities.cccccccccesece 3 J=-1 APPENDIX A List of Foreign Liaison Tours A-1
me SECTION I INTRODUCTION (U) 1. (U) MISSION. The mission of the Office of the Assistant Chief of Staff for Intelligence (OACSI) is to provide pro- fessional and administrative staff support to the Assistant Chief of Staff for Intelligence (ACSI). The ACSI, as a member of the Army General Staff, is responsible for overall coor- dination of the intelligence and couterintelligence activities of the US Army, and staff supervision of ‘the US Army Intelligence Operations Detachment (USAIOD), and OACSI FOA. The ACSI is the Ar-y 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, Armv National Guard, and Army Reserve. Within the scope of assigned responsibilities, the ACSI has a rela- tionship to the Chief of Staff corresponding to that of a Deputy Chief of Staff. More detailed statements of the func- tions and responsibilities of the ACSI are contained in AR 10-5, Organization and Functions--Department of the Army, CSR 10-27, Organization and Functions - Office of the Assistant Chief of Staff for Intelligence, and AR 10-61, Organization and Functions--Us Army Intelligence Operations Detachment. Ze (UW) PERSONNEL. a. (U) LTG W.E. Odom served as the Assistant Chief of Staff for Intelligence (ACSI) during all of FY 84. BG H.E. ‘“Soyster was the Deputy Assistant Chief of Staff for 1-1
SECTION 2 DIRECTORATE OF INTELLIGENCE SYSTEMS 1. (U) OVERVIEW. a. (U) Toward the end of the fiscal year, the 0-6 Imagery Intelligence Topography Meteoroloay Division chief positicn was Geleted as an authorized position on the OACSI TDA. The 0-6 authorization was given to the newly formed Office of the Assistant Chief of Staff for Information Management. COL Mason remained as division chief, but was listed as excess. b. (U) The Human Intelligence Division's GS-12 budget ana- lyst position was militarized. A military officer, due to his/her diverse background and experience, could better fulfill the planning, programming and budgeting respon- sibilities. As a result of this action, the GS-]2 budget ana- lyst slot was converted to a GS-12 intelligence operations specialist slot (Fy 1984). - of ec. (U) During the year, the Signals Inte 4 igence Division's -Electro-Optics Team was merged into the Technical Reconnaissance and Surveillance (TECRAS) Proaram Office to reflect an expansion of focus from electro-optics intelligence collection to technica) sensors collection, including a) measurement and siqnature intelligence (MASINT) disciplines. 2
nena 2. (U) KEY PERSONNEL a. (U) IMAGERY INTELLIGENCE TOPOGRAPHY AND METEOROLOGY DIVISON —- Following are the FY 1984 personnel changes: COL Howard J. Floyd, Division Chief, was replaced by COL Ralph A. Mason in April. Mr. Michael O'Byrne, Army Imagery Collection Officer, was replaced by Mr. Jon A. Lewis in January. LTC Bruce M. Leonard, Strateaic Imagery Officer, retired in June and was replaced by LTC Barry W. Thomas. - Mr. James Beck, Meteorologist, was replaced by Mr. James R. Davis in January. LTC Roger Pyan, Army Topographic Plans Officer, retired in July and was replaced by MAJ Richard Johnson. b. (U) INTELLIGENCE SYSTEMS INTEGRATION DIVISION - The following personnel changes were made: LTC Gary. Sokness replaced LTC Lyman PD. Kirkpatrick in July 1984. LTC Ralph Heisner retired and was replaced by LTC Daniel Larsen in August 1984, Mr. Scott Strange replaced Mr. Lawrence Webster in August 1984. Majors Bobbv Jones and Joseph Tullbane __reported in July 1984. c. (U) BUMAN INTELLIGENCE DIVISION - Mr. Braunstein replaced Mr. Haber in November 1983. MAJ Edell arrived in December 1983. Mrs. Sam Millan departed in June 1984. LTC Salinas retired in September )984. MAJ Rawley replaced LTC Fox in September 1984. ° d. (U) SIGNALS INTELLIGENCE DIVISION - A key personnel loss was Ms. Liane Lindsay Williams, Chief, TECRAS Program Office. Action officer gains were: LTC W.T. Carter, MAJ Norman 2-2 po are Sie ec ee™, - - ee on UL Ky APU AS ESE WR iS ucin . i |
Duncan, and MAJ Thomas Werner (July) and Mr. Lawrence Rickard (December). Action officer losses were LTC Perry Cowgill (June) and Mr. Gene Malott (July). 3. (U) NARRATIVE OF ACTIVITIES a. (U) DIRECTORATE OF INTELLIGENCE SYSTEMS (DAMI-IS) (1) (U) During the year, the directorate again suffered from an unusually heavy turnover of personnel. Most of those leaving had not completed the “normal” three year tour on the Army Staff. This personnel turbulence affected the efficiency and effectivene:s of the division and placed heavy workloads on the remaining action officers. (2) (U0) This summary mentions only the major actions and projects in which this directorate envaged. It does not account for numerous planning sessions, PPBES and other meetings, and hours of study and thought brought to bear by the Directorate's action officers on the many challenges facing Army Intelligence. | b. (U) INTELLIGENCE SYSTEMS INTEGRATION DIVISION (DAMI-ISTI) {1) (0) The Intelligence Systems Integration Division (DANI-IsI), as its designation implies, was concerned with the spectrum of intelligence disciplines, how they interface, and how they are coordinated into’a multidiscipline intelligence collection, analysis and production system at tactical and strategic levels. DAMI-ISI engages in a multitude of staff UNCLASSIZE - 68
=~ > UNE An APA ter. AY 5} thls: Mets g u Di actions to ensure that commanders are provided accurate and timely intelligence reauired to ensure accurate battlefield Gecisions. Major functional staff responsibilities included doctrine, structure, organizaton, manning, equipping, readi-. ness, communcications, and individual, unit and institutional training. (2) (U) OACSI officially assumed full responsibility for the Army Language Program. DAMI-ISI was designated the staff proponent office. The concept was developed to initiate a Jegislative amendment to Title 30 USC for the award of lingu- ist incentive pay. This program remained in concept form. AR 350-20 (The Defense Language Program) and AR 611-6 (Army Linguist Management) were revised. ; (3) (U) The Tactical Intelligence Readiness Training (REDTRAIN) Program Manager completely revised the program's _governing regulation (AR 350-3) to reflect changes and growth in the program that had occured since 1980. AR 350-3 was published with an effective date of 20 November 1984 and received Acmy-wide distribution. The REDTRAIN Program Manager participated in an Army Reservist Personnel Center (ARPERCEN) sponsored effort to deveJop a mode) Reserve Training Unit (RTU) composed of MI members of ,the Individual Readiness Reserve (IRR). The model-RTU would allow better and more organized participation in the REDTRAIN Program by its members.
ee : PC ne cn rte ete oh ea een rere | erutraw eeuremTente © OO 8.27 ee os ee me ee (4) (U) To promote the effective use of the REDTRAIN Program during the period 8-22 July 1984, conferences and staff visits were conducted at - Headquarters, US Army Forces Command, Ft McPherson, GA; 66th Military Intelligence Group, Munich, Germany; Headouvarters, US Army Evrope, Heidelberg > Germany; US Army Field Station, Augsburg, Germany: and Wobeck Detachment, 66th Military Intelligence Group. During the period 19-27 September 1984, a REDTRAIN tour was conducted at Headquarters, Eighth US Army, Seoul, Korea; 50lst Military Intelligence Group, Seoul, Korea; 102nd Military Intelligence Battalion, Camp RED CLOUD, Korea; Field Staton Korea, Pyongtaek, Korea; 3rd Exploitation Battalion, Pyongtaek, Korea; and 524th Military Intelligence Battalion,. Seoul, Korea. (5) (Uv) The Defense Advanced Languace and Area Studies Program (DALASP) was a GDIP funded program that provided funding for study programs to develop expertise in chird world language and area studies. The program was open to military and civilian intelligence personnel. In FY84, one military ane one civilian participated in the the program, both con- centrating.on the Middle East and the Arabic language. (6) (v) The INSCOM and USAREUR initiative to create a foreign language training center in Munich, Germany, was completed. INSCOM provided gammy military and wa civilian manpower spaces and operated the center. USAREUR. provided Je Pt ail civilian spaces and funded the initial facility renovation.
, ey, cae . The center provided Janquage refresher, sustainment and main- tenance training opportunities for up to 540 linquists per year. Training was conducted by contract-hire native lingu- jists and was available to all soldiers assiqned to European tactical and strategic intelligence units. The courses were six weeks in duration and covered the Russian, German and Czech languaces. - (7) (U) Social and paramilitary turmoil in Central America offered numerous live environment training (LET) opportunities for intelligence personnel with appropriate technica) and foreiqn lanaquage skills. Over 3250 tactical intelligence specialists took advantage of world wide LET opportunities during the year. . (8) (U) AR 600-3, Army Specialty Proponent System, trans- ferred proponency for officer, warrant officer and enlisted specialities and career management fields from the Army Staff to service schools. The change became effective in December _1983. The designated MI proponent is the US Army Intelligence Center and School and the role of OACSI was chanaed to Principal Coordination Point for the Army Staff. Proponent agencies were responsible for gathering information, iden- tifving and prioritizing issues, formulating alternatives, coordinating actions and effeéting change. The range of pro- ponent issues included force structure, personnel acquisition, training and education, distribution, deployment and sustain- ment, professional development, and separation. 2-6 UNivinhwed wcohce aq ee
. me mn ers Proponents do not, however, exercise authority over individual personnel management decisions normally performed by the US Army Miitary Personnel Center. OACSI, as the Army Staff Principal Coordination Point, assisted the proponent agency in the conduct of proponency related activities and evaluated proponent recommendations in OACSI areas of interest. (9) (U) Improving the Analytical Processing and Integration of Intelligence: An Integration of Human Analysis and Automation in Training (INTACT) was 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 3-year contractual effort was designed to produce training materials for USAICS which used the concepts and principles learned in the initial study effort. ACSI, ARI and USAICS signed a Memorandum of Understanding (MOU) to support this effort. _ (10) (U) Equipping the Intelligence and Electronic Warfare (IEW) System was critical. Manning, structuring, training and sustaining were functions dependent on successfully equipping the IEW force. Many collection systems were being developed or improved. The foundation of the IEW system was identified as the preprocessing and fusion systems that were fielded or under development. . (11) (U) The AJ} Source Analysis System (ASAS) program contnued to develop badly needed automation support for
ww ‘ ea 5: | os ato acauisition, processing, analysis, and dissemination of intelligence and target data in support of the tactical commander. ASAS was envisioned not only as automated suport to processing and analysis, but also as part of the Army con- cept for automation support to command and control, known as Command Control Subordinate Systems. Im January 1983, the Chief of Staff, Army (CSA) had approved a management acauisi- tion strategy for an accelerated fielding of an ASAS capabi- lity. RG Salisbury was appointed to head the Joint Tactical Fusion Program Management Office (JTFPMO), which was to build . the ASAS for the Army and the Enemy Situation Correlation .. Element (ENSCE) for the Air Force. Jet Propulsion Laboratory (JPL) was primary contractor for the ASAS/ENSCE. - JTFPMO and JPL awaited final approval) from the Army and Air Force for the description of the ASAS/ENSCE Gocument. (32) (u) The development of the ASAS was key. Continuous coordination between the Army Staff, the Joint Tactical Fusing - Program (JTFP) Office, HO DARCOM, the Jet Propulsion Laboratory, and the US Army Intelligence Center and School was necessary to ensure that this program did not grow to the degree that it could not be fielded. The system could not duplicate the work done by preprocessors. The interfaces bet- ween the ASAS, the preprocessors, and the collection svstems were a problem that was addressed. Adequate communications to support the entire system was critical. 2-8 coe ot a ete s ad
Dee awe eaves mee ee rn aes (13) (U) The action of Reserve Component (RC) CEW! involving more than 12,000 soldiers moved forward in 1984 after the Vice Chief of Staff of the Army approved in the aggregate a plan to resource all the combat divisions and . armored cavalry regiments (ACR) in the National Guard (NG) ‘and separate brigades in the National Guard and US Army Reserves with Combat Electronic Warfare and Intelligence (CEWI) units patterned after the Active Army structure. Due to recruiting ané stationing of current units, and mismatches of military occupational specialties (Mos) of the soldiers designated to form the nucleus of the new units, modificaitons in the origi- nal plan were anticipated. . (14) (0) All the MI units, both echelons above and below corps, were designated to be formed in the USAR with the exception of a battalion to support the 29th Infantry Division (Light) which was to be formed in the NG. Activations are scheduled to continue from 1985 through 1990. Equipment, the major stumbling block in the past may prove to be the ‘easiest problem to overcome in the long run. Recruiting, — training, Janquage, stationing and sustaining the units may prove to be our biggest challenges. Ce (v) HUMAN INTELLIGENCE (RUMINT) DIVISION (DAMI-ISH) - % w officers visited numerous collection elements throughout the E =
8. eee ee world to provide oversight GEER auicance to opera- tional elements. Close contact within the Army Staff was maintained to ensure a greater understanding of and a balanced approach toward Army FUMINT operations. (CLASSIPIED BY: DIAM 58-11; DECLASSIFY ON: OADF) (2) fee Colonel Foley (Chief, DAMI-ISR) and Mr. Braunstein, senior civilian in the division, represented DA at ee Giscuss guidelines for DoD- controlled collection and related topics (CLASSIFIED BY: — DECLASSIPY ON: DIAM 58-11; OADR) ( 3 sort) In ‘conjunction with the Office of Legislative Liaison, the Civision continued its efforts to seek legisla- tive relief WE cunssirzen py: pram 58-21; DECLASsrFyY on: OADR) try (a) 298 9868 ry CaV 83 Bane
Y amet e mee enm e (4) a The division continued to represent ACSI on the HUMINT Committee of the IC Staff QE (crasszriep BYs DIAM 58-113 DECLASSIFY ON: Gn? (CLASSIFIED BY: DIAM 58-1]; DECLASSIFY ON: OADR) aro (7) ga The division provided DA staff supervision division assisted in the evacuation ‘to CONUS of the large ° - amount of ammunition and -weapons captures QS DIAM 58-11; DECLASSIFY ON: OADR) TET Tay 208 DSN 3 ‘3 E
(8) gipeht The division programmed increased resources to DECLASSIFY ON: OADR) (CLASSIFIED BY: DIAM 58-11; DECLASSIFY ON: OADR) EE... :522 120 BY: DIAM 58-1); DECLASSIFY ON: (12) OADR) The division provided the Army working member of the joint DoD «sraviisnes to review the Long . Commission's recommendations (a The working group performed various reviews and study activities t tor Ca¥ 368 SING roy (aT 20d SSNe
we ee ee re oe ee —ereree os This project was active throughout the year. (CLASSIFIED BY: DIAM 58-11; DECLASSIFY ON: OADR) Ss VS A OT ae eed Pee re Tee ne (CLASSIFIED BY: DIAM 58-1]: DECLASSIFY ON: OADR) (13) (U0) The division provided the Program Element Director's point of contact for HUMINT-related resources. I” fufilling these responsibilities, the division provided numerous briefings to members of the IC staff, OMB, and the GDIP staff throughout the period. Program testimony and justification were presented, as well as responses to Owe Congressional inquiries on various aspects of BUMINT operations. | @. IMAGERY INTELLIGENCE TOPOGRAPHY & METEOROLOGY DIVISION (DAMI-ISP) , oe “ (1) (U) DAMI-ISP provided primary Army representation to the Committee on Imagery Reconnaissance and Exploitation oF, (COMIREX) and its subordinate orqanizations. The COMIREX has 2-13 O2ALS “wet Tet POU SETS - TRF Ta¥ z0¢ ste
ce ee been functioning as the intelligence community's forum for @iscussion and establighment of national imaqery recon- naissance collection and exploitation requirements ané priori- ties. CONIREX has four major subcommittees: Mapping, Charting and Geodesy (MC&G); Imagery Planning (IPS)3 Operations (OPSCOM): and Exploitation Research & Development (EXRAND). DAMI-ISP provided the Army representative to each of these subcommittees. , (21 During FY 84, the COMIREX Imagery Planning Subcommittee began developing the Future Imagery Requirements Forecast (FIRF). The FIRF is the imagery intelligence com- munity's first effort to systematically identify and analyze uture imagery requirements. a —$ Responsibility for representing the Army at the .-Exploitations Program Working Group (EPWG), one of the COMIREX working groups under IPS, was transferred to the Intelligence and Threat Analysis Center (ITAC). Pe ages Tat ees BST i (CLASSIFIED BY: IMAGERY POLICY MANUEL (0039596); DECLASSIFY ON: DCI DETERMINATION REQUIRED) 2-14
(3) J conrnex Operations Subcommittee (OPSCOM). During Fy84, OPSCOM managed the day-to-day operation (a began action to transfer the Army element to the Comnunity . Support Center to have these spaces transferred from HO INSCOM to the LZ Intelligence and Threat Analysis Center (ITAC). ITAC, another INSCOM asset, is being moved to the newly formed Acmy Intelligence Agency (AIA), a field operating activity of the OACSI. Once transferred, a Memorandum of Agreement with tghe AIA will insure that the Army element at the Community Suport Center spaces will be under the direct control of the Chief, DAMI-ISP.--Since the Community Support Center is a COMIREX activity, it is important for OACSI to have direct control over the Army personnel working there. The ACSI approved the “transfer. At years end, OACSI was awaiting concurrence by CG INSCOM. (CLASSIFIED BY: IMAGERY POLICY MANUEL (0166835); DECLASSIFY ON: DCI DETERMINATION REQUIRED) (4) (0) DAMI-ISP provided OACSI representaton for the Army's Tactical Exploitation of National Capabilities (TENCAP) program . (5) (U) DAMI-ISP provided the Army representative to the DOD Softcopy Steering Committee. The committee is charged Aram 2-15 20) cr) (a) 299 0809
with the development and management of a strategic level soft- copy imagery exploitation system for DOD. es “Tty Cat Bare (6) (U) DAMI-ISP continued to represent the Army in the Peacetime Reconnaissance Program by staffing the World-wide Monthly Reconnaicsance Forecast. ISP aj 80 provided infor- mation on Army intelligence systems (IMINT, SIGINT and HUMINT) “to the Joint State and DoD. Duties required daily liaison visits to the Joint Chiefs of Staff (JCS) Joint Reconnaissance Center (JRC) and monthly briefings of the Joint Chiefs assembled prior to being sent for approval at the White House. —— (7) ye Army provided input to the DOD Imagery Acquisition and Management Plan (IAMP). Po “vided important input on Army requirements for tactical ima- , gery receiving capabilities. Td (a) cod dtd 2-16
TRE uassteren py: pop 75 5105.21(H3)s DECLASSIFY ON: OADR) (8) (U)' DAMI-ISP began a contractual effort to produce . an Army Imagery Plan. The purposes of the plan are to iden- tify Army imagery needs and provide management actions that will result in the necessary fixes. A contractor was iden- tified and ea schedule for visits to Army components world-wide was set up. The need for such a plan was identified at an Army seminar sponsored by DAMI-IS?. The seminar brought together imagery intelligence managers and staff officers from Arny MACOMs. . (9) (U) DAMI-ISP began to evaluate the Army's reauire- ments for multi-spectral imagery, primarily through the COMIREX sponsored Multi-spectral Requirements Evaluation Group (MREG). DAMI-ISP also coordinated the training of XVIII _-Airborne Corps personnel on multi-spectral imagery applica- tions. This was accomplished by sending XVIII Airborne Corps” personnel | to the Foreign Science and Technology Center (FSTC), where they were traineé by members of the 309th Strategic Military Intelligence Detachment (STRATMID). Members of the 309th STRATMID are experts in use of multi-spectral data. FSTC was selected as the training location due to the availa- bility of digital imagery manipulation equipment..
Ler ee inne aero sme: ioe atte omnes mentee ee betta ARN tt ANA On et ETN CN Nal Os See DANO le ela nt ARN oo a : ONE PR (10) (U) DAMI-ISP coordinated initial Tactical Imagery Support System (TISS) technical objectives with the Defense Dissemination Support Office and the U.S. Army Inte] liagence Center and School. The JCS 1983 special project, GRAINY HIDE, was completed. Army input to JCS FY84 special project, NIGHT RAIDER, focused on use of LANDSAT multi-spectral imaqery. ULCHI FOCUS LENS TENCAP evaluation and support was completed. The division coordinated the Tactical Simulation (TACSIM) Improvement Program. Army initiated efforts to better address imagery dissemination systems within the Defense Reconnaissance Support Program (DRSP). (11) (U) The Topographic Section coordinated Army posi- tions on joint documents pertaining to mapping, charting, and geodesy (MC&G), processed requirements for MC&G products, con- ducted liaison with the Defense Mapping Agency (DMA), provided oversight of :topoaraphic system developments and related programs, and reviewed emerging MC&G doctrine for emerging Army systems and programs. (12) (U) DAMI-ISP had the lead as co-sponsor of the Sixth Annual Army Topographic Conference held at Ft Belvoir, VA, on 13 and 14 October. The conference focused on Terrain Analysis in the Airland Battle, and marked the transition from stressing production and update of standard map sheets to stressing tailoring of special] products and terrain analysis. (13) (U) Development of the Army's two emerging topographic systems, the Digital Topographic Support System
F is , (DTSS) and the Quick-Response Multicojor Printer (QRMP), pro- ceeded under Army Materiel Command management. Although pla- " gued by low TRADOC priorities and constant exposure as potential billpayers, the two systems remained resourced and made progress through active involvement by DAMI-ISP on the ARSTAF. (14) (U) Evaluation of prototype sets of digital terrain data were completed by the U.S. Army Engineer Topographic Laboratories, as were surveys of potential users of the data. This work, under the guidance of DAMI-ISP, resnuited in a four-volume statement of Army's requirements for dijital topographic data that was the first such comprehensive state- ment by any of the military services. (15) (U) The Topographic Section of DAMI-ISP represented Army in OSD-level analysis of requirements for transformation of digital MC&G data in DOD. The meetings of the OSD Digital Data Transformation Working Group were directed to supporting emerging DMA and OSD policies on data transformation. (16) (U) The TRADOC Weather and Environmental Support Office (TWESO) was formed in January 1983 with the approval of MET Plan II which was developed by DAMI-ISP. The TWESO was formed within TRADOC and was located at the TRADOC Combined Arms Center, Fort Leavensworth, KS. By the first quarter of FY84, the TWESO had @Jrersonne1 assigned. The - TWESO was established to act as the Army's point of contact @) ( 265985 for the US Air Forces‘ Air Weather Service. The TWESO was also to act as the focal point for meteorological matters 2-19 FO ! ONLY — ad
panne ALAA ATI Wi! : ; Ls ee within the Army. The TWESO became the first organization ‘within the Army to coordinate with the Air Weather Service on the MACOM to MACOM level. FY 84 was a year of growth and Gevelopment for the TWESO. (17) (U) The U.S. Air Force Air Weather Service requested the assistance of the Army Staff to resolve critical manpower short falls. Requirements for weather support to Army units have increased faster than the Air Weather Service can respond to and £111 the requirements. The Air Force worked on the manpower short fall issue through most of 1984. In Auqust 1984, they hosted the first joint meeting in an attempt to resolve the manning issue, but the meeting did not resolve the manning short fall. The Army did provide the Air Force with force structure planning data for the Air Force to use in its POM cycle, and agreed to assist the Air Force in prioritizing Arny requests for Air Force weather support. (18) (U) The joint Army, Navy, and Air Force “Weather 2000" study was completed in September 1984. The study was designed to act as a road map for weather support for the Army and Air Force tactical forces into the 2lst century. The study deter- mined that enhanced weather support was needed for new sophisticated weapon systems and future weather support needed to rely on technology, not manpower. Computers and conm- munications were the critical links for weather support. (19) (U) FY 84 Army Weather Support Costs and personnel 2-20
—— ES LENDS A ve EEE we 08 Ee ag A OE 00 30 a he Cees AA REREAD Aine Aaty tem. We Aen eee ne tae Dm te ee al, PREAS Ff At ameeses SUN Se ew tte AE etwas! assigned world-wide by functional discipline.* Observations $11,125,000 364 . Predictions 7,289,000 0 Dissemination 490,000 0 Systems and Support 17,370,000 21 TOTAL $36,274,000 385 © The Federal Plan for Meteorological Services and Supporting Research. @e (U) SIGNALS INTELLIGENCE DIVISION (DAMI-ISS). (U) The actions conducted by the Signals Intelligence (SIGINT) Divisior during FY 1984 were focused in essentially four key areas: planning, orchestrating, and ensuring the adequacy of tactical and strategic SIGINT support to US Southern Command; altering US SIGINT policy and procedures in order to enhance the level of tactical SIGINT support available at division and corps level; taking 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. (1) (U0) Planning, Programming, Budgeting, and Evaluation ... System (PPBES) Team. — (a) (U) Continuing Functions. The team served as the Department of the Army focal point for signals intelligence policy, plans, programs, and operations. It also participated gm Army and intelligence community sponsored studies which support the development of new systems or capabilities, and represented the Army at DCI-level committee meetings and 2-21 GRAS A AN ANYPsnee . ‘ts MEV ie violy vy
forums. The Team provided the Army member for the following: i- ((U) The DCI SIGINT Committee. 2- (U0) The Signals Intelligence Requirements, Validation and Evaluation Subcommittee which js charoed with the responsibiJity for managing the National SIGINT Requirements System (NSRS). 3+ (U) The SORS (classification compartmented if explanded). 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 con- tinually monitors reauirements and provides collection and processing guidance for both iong 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, justi- fication, and defense. The goal is to ensure that Army interests are properly and adequately addressed. Tu Tal 209 SENS
CCP with an end strenath of S- The Army projected a total obligationa) authority (TOA) of for FY 1985 with an ené strength of fr rmy requirements were generally met in the FY 1986-90 CCP which provides Si’ and GE spaces for FY 1986. The notable increase in TOA is largely a result of inclusion of Retired Pay Accrual in the Military Pay factors. Pay of the | rsonnel and maintenance (i s primarily responsible for the balance of the increase. (b) (0) Major Projects. i. (U) Establishment of OCMC. In March 1984, the Director cf Central Intelligence approved the establishment of a@ community collection management center for national resour- ces. The center will include both community aqency represen- tatives and service members as staff. QE (cusssierep sy: NSA memo, 13 Jun 83, DECLASSIFY ON: (x) Ca¥ eeu TENS
in any RGNE OPERA asinapapmasmemmncrerarrewnramarnonwr = SF” S-5200.17 (MO-2), DECLASSIFY ON: OADR) 4. (0) ELINT Reouirements. Work continued during the year to incorporate ELINT reouirements by operational user in the National ELINT Reouirements List (NSRL). S. (U) TRUE BLUE. By Memorandum of Understanding, November 1984, between the National Security Agency and the _._Intelligence and Security Command (INSCOM), the TRUE BLUE program was established. The purpose of the program is to place Army elements at selected field activities to provide a Gedicated peace-time mechanismfor supporting Army commanders. The program must he capable of transitioning to war. . 6. 5 rc1Nt Evaluation. ot raf Tah 2 EME Try Tay 208 TOT
a AA he ot we rn Gwe eo | LASSIFIED BY: DOD DIRECTIVE &S-5200.19 o (M-2), DECLASSIFY ON: OADR) ~ (2) (U) The Technical Reconnaissance and Surveillance anne ememereneemia tienen ar te (TECRAS) Program Office. (a) During FY 1984, the TECRAS Program Office placed major emphasis on the expansion of the program into all MASINT Gisciplines. Balancing a program for new sensor development : and what has hecome a fulltime collection operations manage- ment and execution role presented a challenge to the TECRAS staff. Planning, justifying, and defending funding and staff at both INSCOM and the Night Vision and Electro-Optics Laboratory reguired much of the effort this year. (b) (0) MAJOR PROJECTS CE Tay 20g aene
ms? Ae ee me 6 . (a) (U0) The Military Support Team used meetings, briefings, and information papers to maintain close contact with other Army Staff elements, other service staffs, Army agencies, and National intelligence agencies. Members served as committee members on the Joint PROFORMA Working Group and as participants in several other ad hoc intelligence and S operations working groups. oo, 2 . (1 gt Ha jor Projects. % ~ OF s En = — cmegenteae (CLASSIFIED BY: DOD DIRECTIVE S-5200.17 (M-2), DECLASSIFY ON: OADR. 7 rey tev 258 BENS
. . s whe ine Se amnte eae ims eee ee teane em a . SN ate = LAE HC (t) (a) 209 deNe (CLASSIFIED BY: DOD DIRECTIVE S-5200.17 (M-2)3_- DECLASSIFY ON: OADR) 3. (U) Field Assistance Visits. During 1984, DAMI-ISS participated with NSA in field assistance visits to tactical Army units and to three Army field stations. The units visited weres Ist Special Operation Command (SOCOM), the 525th MI Group, the 193rd MI Company, and CEWI units at Ft. Hood. Field Stations visited were Augsburg, Berlin, and Korea. Problems identified during the visits were monitored jointly by NSA and DA until resolved. (1) (a¥ 20g Sane BY: DOD DIRECTIVE S-52100.17 (M~2); DECLASSIFY ON: OADR) enn tema od Te adinets i
Re er Sele le UNG vat regen SECTION 3 COUNTERINTELLIGENCE DIRECTORATE 1. (U) Overview. The Counterintelligence Directorate is administratively divided into three separate divisions with the responsibiities of Security, Counterintelligence/OPSEC, and Technology Transfer/Foreign Disclosure. Although they operate as individual elements, their functions and respon- sibjilties are related and they work together to accomplish a diverse mission. a. U} Security Divisions The primary functional responsibility of the Security Division is to develop, publish, monitor and quide securitv 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 liti- gation functions involve coordination on all litigation mat- ters that deal with Army intelligence. During FY 84 major programs and related regulations were revised as necessary and quidance was continuously disseminated to Army field ele- ments. The number of actions processed during 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 84 was caused by the extra detail and effort reauired on several actions relating to sen- sitive issues which came to national public attention. 3-1 Piven AST NES WIVSbAlwes ub 34
2 AEP pl ROE ges 4! + 1 te cateeateieanalgtiaatertaatinie ete tte t etlapee mn tenn enattanbetnttin me em IA. 4 ne Ob es ON ROMER AER RED R-tree nen GE ENE A esttreene Aan. m, be. (UV) counterinte!tisence sore Seeurttv Division. The primary functional respons ipa’y yi ny Counterinte).igence/Operations Seeurtey 6o Division is to develop, publish, monitor, and quide policy regarding the US Army counterintelligence activities, the foreign counterin- telligence program, automation security, communications | security, special access programs, counterterrorism, and tech- nical surveillance countermeasures. During FY 84 several major Army programs and related regulations were revised or were in the final stages of preparation for publication. Counterintelligence support to Army OPSEC programs continued to have a high priority and the trend toward stronger emphasis on OPSEC is expected to continue. c. {U) Technology Transfer Division: In order to better manage the Army's technology transfer control function, the Office of the Assistant Chief of Staff for Intelligence assumed Army staff responsibility for tech- mology transfer in December 1982. To manage that respon- sibility the ACSI established the Technology Transfer Division in the Directorate of Counterintelligence in February 1983. Ree The Technology Transfer Division, as the foca) point on the Army Staff for technology transfer actions and policy issues, coordinates the Army's efforts jn support of The Coordinating Committee on Multilateral. Export Controls (COCOM), the Commodity Control List, the Munitions List, and the Militarily Critical Technologies List. Division personnel participate in Bs
UNCLASSIFIES the munitions and strategic trade case review process, eva- luate bilateral and multilateral co-development and co- ‘production agreements, submit al) Army originated requests for exception to the National Disclosure Policy, and adjudi- cate foreign reauests for visits, documents, and personnel accreditations. 2. Major Organization Changes. a. (U0) Director's Office: (1) (U) Colonel Donald P. Press, the Director, departed CI Directorate in July 1984. He was replaced by Colonel Anthony J. Gallo, Jr. in Auqust 1984. (2) (UG) Major Charles D. Lurey, Directorate Executive Officer, was replaced by Major Robert A. Harding in July 1984. (3) (U) Linda Price replaced Deborah Brown as directorate clerk typist in September 1984. b. (U0) Security Division: (i) (U0) Key personnel incumbent during all FY 84 are as follows: -- (a) (U0) Mr. Frank Dill, Division Chief, Jan 76-Present. (b) (U) Mr. Joseph C. Pell, Personnel Security, 1 Feb ——-7 7=Present. (c) (U). Mr. Walter A. Mestre, Personnel Security, 20 Jun 82- Present. . . (d) (U) Mr. George J. Bromwel}, Security Review, 21 Jan 79-Present. (e) (U) Ms. Patricia Shea, Security Review, 22 May 83-Present. PLASSIruce UN *% vd co.
Lo + texasspis, (£) (U) Mr. Carl L. Bjorkman, Information Security, 9 Mar 79-Present. (qa) (U) Ms. Rene T. Davis, Information Security, 22 Feb 83-Present. | (h) (U) Ms. Fran McGowan, Sensitive Compartmented Information Policy, 26 Sep 82-Present. (i) (U) Mr. Fred Wirth, Sensitive Compartmented Information Policy, 6 Sep 83-Present. (3) (U) Mr. Roger R. Pierce, FOIA/Privacy Act/Litigation, 29 Jan 79-Present. (k) (U) Captain Trudie E. Thompson, FOIA/Privacy Act/Litigation, 17 Jan 83 - Present. (1) (0) CW2 James E. Ellett, FOIA/Privacy | Act/Litigation, 30 Sep 83-Present. (m) (U) Mr. James D. Passarelli, Security Awareness, Education and Training, 5 Nov 83-Present. (2) (U) Mrs. Elaine Halchak departed the Security Review Section on 30 Nov 84. ec. (U0) Counterintelligece/Operations Security Division: - (1) (U) Key personnel incumbent during al) of FY 84 are as follows: (a) (U) LTC Peter A. Vinett, SIGSEC, 28 Jun 82-Present. (b) (U) LTC Michael Hemovich, Special Operations, 10 ° May 82-Present. (c) (U) LTC Preston L. Funkhouser, Counterterrorism, 16 Sep 82-Present. 3-4 CLASS iy — - ama, &
FOR LY (d) (0) MAI Richard N. Armstrong, OPSEC, 15 Jun 82-Present. (e) (U) MAJ James L. Simmons, SIGSEC, 9 Jun 82-Present. (£) (U) SFC Robert J. Greenwood, SIGSEC, 15 Jun — 82-Present. (g) (U) Ms. Udine Coletta, Budget, 14 Feb 82-Present. (h) (U) Ms. Tina A. Campbell, IntelJigence Specialist, 20 Jul 81-Present. (i) (U) Mr. Ralph A. Neeper, Automation Security, 9 Mar 81-Present. (4) (U) Mr. Ronald F. Fann, Oversight, 1 Jul 8l-Present. (k) (U0) MAJ Jack Freeman, Automation Security, 1 Aug 83-Present. (1) (U) On 21 April 1984, Mr. Frank Aurelio was assigned as Division Chief to replace Mr. Harry Strecker. LTC Peter A. Vinett acted as Division Chief during the period 12 July 1983 to 21 April 1984. Mr. Ted Snediker was assigned to replace Mr. Gordon Huff as the Special Access Program Advisor. d. (U) Technology Transfer (T2) Division: (1) (U) Organizational Changes. During FY 1984 the Technology Transfer Division's authorized © strength increased from Gt mpvith the addition of a7 Intelligence Operations Detachment {(IOD) billets. (2) (U0) Key Personnel. (a) (U) LTC (P) Lance R. Cornine, Division Chief, 18 July 1983 - 30 September 1984. wi (0) 2ES9SNS
eee age ore ne were ” we nee ad oe nels ciao sh AR AS dR Metis Allan ON ote AOA PRP EAD TE NS ce ire win cern emer ents nats Aten be stream (b) (U) LTC David A. Bell, Technology Contro! Officer, 1 October 1983-30 September 1984. (c) (U) Mr. Fred A. Mannke, Policy Officer, 22 February 1983- 30 September 1984. ; (4) (U) LTC Donald W. Atcheson, Policy Officer, 13 September 1983-30 September 1984. (e) (U) LTC Joseph F. Murray, Policy Officer, 2 August 1983- 14 August 1984. ; (£) (U) LTC Gary E. Brosch, Technology Control Officer, 28 June 1984-30 September 1984. (g) (U) Mr. Kenneth C. Raymer, Security Specialist, 18 March 1984-30 September 1984. 3. Narrative of Activities. a. (U) Security Division. (1) (U) Freedom of Information Act (FOIA), Privacy Act (PA) and Litigation (LIT). 132 FOIA and 18 PA requests were processed as well as 24 mandatory declassification review actions. Over 70 other actions, most of which were LIT related, were also processed. Of note is the significant part played by DAMI-CIS (L) in the Westmoreland v CBS LIT. Volumes of Army records were either revealed by or coordinated with DAMI-CIS(L) prior to the documents being made available to either party involved in the LIT. This particular LIT is still pending; thus, DAMI-CIS(L) can expect additional taskings in the future. (2) (U) Security Review Section. To insure proper classificaton prior to release to Congress and/or the public 3-6 UNCLASSIE a ea ead =3
his section processed over 32,270 requests for security 2eview. The requests entailed the reading of approximately be ?Oo928 pages of material, an increase of 1,524 pages over last "Cale (3) (U) Security Awareness and Education Program. during FY 84, OACSI's security education program manager ini- | ciated a program of oversiqht/inspection (0/1) of the 30 Major Command and Army Staff Aqency security education programs (SEP). The purpose of this program js to check for compl jance with Army regulations and directives and to make recommen- cations for an monitor improvements to existing programs. ine O/I were completed. He also established and distributed co the MACOMS/ARSTAP an OACSI Catalog of Security Education training Aids to help them with their, and their subor- dinates’, SEPs. He also continued his work with the DCI Security Committee's Security Awareness and Education Subcommittee (SAES), as an administrator and presentor at the first SAES Security Educators' Seminar at the DOE facility, Gaithersburg, MD. He also participated in the development of an SAES Security Awareness and Education Handbook to assist ‘Security Managers within the Intelligence Community with their security awareness and education efforts. (4) (U) SCI Communications. (a) ys Background: In 1975, Intelligence Organization and Stationing Study (IOSS) was approved. I0OSS consolidated Sensitive Compartmented Information (SCI) communications mana- gement under U.S. Army Communications Command (USACC), the
Ws 1asscerep vy: ¥ Study; DECLASSIFY ON:. OADR) (ce) DECLASSIFY ON: OADR) (1) Ca¥ zou Sete (17 Ca¥ goa 28n98
Study; DECLASSIFY ON: OADR) (5) @U) SCI Policy-Makina. - (a) (U0) Backgrounds Over 125 hours of effort were expended in support of five Director of Central Intelligence (SCI) subcommittees and working aroups and Defense Intelligence Agency (DIA) staff on SCI policy matters. This effort was in addition to time expended on Army requiations (ARs). (b)  (U)" Results: | i. (0) Fersonnel worked cJosely with DIA and counterpart military department SCI policy officials coordinating three new SCI security policy manuals. Manuals were staffed - throughout the Army and are the first maior revisions in SCI policy in almost 10 vears. 2 (U) We coordinated a change to DIA Manual 50-3 (Physical Security Standards for’ SCI Facilities) reaarding Army tactical Signals Intelligence (SIGINT) facilities. The new procedures expl]ain how to deploy a mobile SIGINT SCI ace Facility (SCIF) during peacetime training and wartime. 3-9
wen nee rere eee eer ee ee ee et mn ce te ee ree FRSA bet gecie eo. 3. (U) AR 380-28 (Army Special Security Office (SSO) System) was drafted. Over one month of effort was expended in research, preparation, and Army-wide staffing of two drafts. 4 (U) A new requiation, AR 380-38 (Army Privacy | Communication System) (PCOMS) was drafted and coordinated with the Army Staff. Over one month of effort was expended. (6) (U) SCI Oversight Visits (U) (a) (U) Background: DAMI-CIS is required by OACSI Regulation 10-4 to conduct SCI oversight visits. From 1981 to 1984, visits had not been conducted. (rb) Results: i. (U) Between August and early September 1984, over- sight visits were conducted of 12 Sensitive Compartmented Information Facilities (SCIFs). Commands visited included USAISC, U.S. Forces Korea (USFK), HO WESTCOM, and subordinate HQ INSCOM commands in Korea and Hawaii. 2. (U) Vgsits provided valuable insight and first hand data supporting SCI policy and SCI communications actions. with both SCI billets and SCIFs increasing throughout the . Army, it is essential that on-site oversight visits be con- ducted to ensure SCI policy actions at the Army, DIA, and DCI levels support dynamic Army doctrine. and requirements. (7) (0) PERSONNEL SECURITY SECTION: (a) (U) Continued ongoing activities of the Personnel Security Subcommittee (SECOM). This action included coor- Gination with other nationa] level agencies in conducting periodic adjudicator seminars under the sponsorship of the DCI.
me (b) (U) Participation continued in Personnel Security Program oversight of the U.S. Army Central Personnel Security Clearance Facility (CCF). (c) (U) Participation continued as a member of the U.S. Axriy Board for the Correction of Military Records (ABCMP).— (ad) (U) Met with members of the Senate Permanent Subcommittee on Investigations, Committee on Government Affairs, to examine areas related to management of the Personnel Security Program to include due process procedures, efficacy of the subject interview, use of the polygraph for security secreening, and discussion of personnel security investigations. (e) (U) Represented Army on a National Disclosure Policy Committee survey of the Governments of Indonesia, Japan and Korea. The purpose of the trip was to insure that foreign governments are properly protecting U.S. classified infor- mation provided to them under various national programs and agreements. (f) (U) Participated in a behaviora]) science personnel security symposium at CIA Beadquarters to examine ways beha- vioral science might contribute to more effective personne). security programs. Additionally, the symposium provided opportunity for the exchange of ideas between behavioral scientists and personnel security officers of the intelliqence community. 3-11 ad
maa Pes et a sae (9) (U) As the appellant authority for appeals by indi- viduals to the denial or revocation of a security clerance and/or eligiblity for access to Sensitive Compartmented Information (SCI), processed 203 appeals cases. b. (U) CI/OPSEC DIVISION. (1) (U0) On 1 June 1984, TRADOC PAM 525-38, U.S. Army Operational Concept for Counterintelligence, was published. The Counterintelligence Operations Division, working with the U.S. Army Intelligence Center and School, Fort Huachuca, AZ, the Combined Arms Committee, Fort Leavenworth, KS, and TRADOC, was instrumental in the Jevelopment of this doctrine. (2) (9) Counterintelliaence Task Force 2 (CITF2), established by a 4 April 1983 Letter of Instruction continued its efforts into FY 1984. On 18 January 1984, CITF2 final report - Phase I provided the Assistant Chief of Staff for Intelligence with the results of the CITF2 study of the feasi- bility of allocating CI resources with the aid of an Automated Systems Dynamics Model using the Technical Surveillance Countermeasures function as a test module. The ACSI directed the project to continue. On 15 June 1984, CITF2 Phase II reort provided the ACSI with the final narrative results of the CITF2 study concerning the feasibility of allocating Army counterintelligence resources with the aid of a computer model. Expanding on the TSCM Test-Bed, 12 additional coun- terintelligence functional areas were added to the Counterintelligence Resource Allocation Model (CIRAM). ‘These were: 3-12 naan Rene EL ASS: ais m 4 » 7 SE Lipids
- Automated Systems Security Support - Counterintelligence Collection/Liaison - Counterintelligence Investigations ~- Offensive Counterintelligence Operations - Operations Security Evaluations - Personnel Security Program - Polygraph - Signal Security - Special Access and Collection Programs Special Security System - TEMPEST It was concluded that the CIRAM data base was valid for trend projections and is an aid to resource allocation. (3) (U) Early in 1984, during the annual TDA review the Terrorism Staff Policy Officer position was upgraded to 0-5. (4) (U) The Terrorist Threat Alert Net (AIG 12149) was established to provide threat warning to over 1200 Army addresses worldwide. / (5) (U) The Army's Antiterrorist Task Force (ATTF), which was comprised of representatives from all ARSTAF agen- cies, was established to study the total Army's antiterrorism posture. LTC Preston Funkhouser, Terrorism Staff Policy Officer, served as the chairman of the Intelligence Subcommittee of the ATTF. | (6) (U) In late FY 1984, the VCSA‘s Functional Area Assessment (FAA) on terrorism was conducted. LTC Funkhouser played a pivotal role in the FAA process. The FAA's purpose 3-123 "ITA RAST pres ioe Se eA aie 4G
LEE | was to provide a Depart t of the Army level review of the Army's ability to combat terrorism in light of current poli- cies and the terrorist threat. Its goal was to ensure that Army actions taken to combat terrorism are timely, ‘e appropriate, and integrated. (7) (0) The primary achievement in the intelligence oversight arena during this period concerned the publication of the Army implementation of DOD 5240. 1-R, Activities of DOD Intelligence Components that Affect United States Persons. This policy, which substantially revised and simpiified the rules governing Army intelligence components, was published as AR 381-10, US Army Intelligence Activities. In format, the AR was a verbatime restatement of DOD policy with Army-specific implementation inserted where necessary. Further, the scope of the AR. exceeded the DOD policy by also governing the use of special investigative techniques when directed acainst non-United States persons. Following publication of this regu- Qation, a mobile training team composed of its primary authors, MAJ Edward Frothinghan, Deputy Staff Judge Advocate, pend eee INSCOM, MAJ Lee Schinasi, Staff Attorney, Office of the Judge Advocate General, and Ronald L. Fann, CI Directorate Staff, made presentations in Europe nd CONUS to explain the new 2 provisions. 7 (8) me The other significant accomplishment during the 4 } period was the revision of the policy governing indexing of : information ceri vec This action wee ee oe ee © . om me ee ee =
- to the indexing procedure. (CLASSIFIED BY: had been on-going for about five years, and was specifically related to rules ; At issue was compliance with 18 USC 3504, and the rules govenring mini- . mization. Rules inposed nD were at variance with pro- cedures reauired of the Army at large, and this antiquated policy resulted in the accumulation of thousands of hard-copy _ back-up materials ii. These materials posed a significant security risk and reguired intensive, time con- suming =anagement. With the assistance of the Office of the + ‘Army General Counsel, the Directorate was able to convince SW of the wisdom of new procedures which would permit the . Tay Ca¥ BST ESTE Gestruction of transfer to CONUS of much of the stored material, and contemporaneously reduced the man-hours devoted SISCO Class Guide 25 Jan 85; DECLASSIFY ON: OADR) 9) Gy” The Army Foreign Counterintelligence Program (10) (0) During FY 83, the Counterintelligence = <———--~ =a * orev by J epaces in FY 84 from a base aR ‘ = S Operations Division was assigned responsibiity for the Internal Control Review Program (Fraud, Waste and Abuse) for the Counterintelligence Directorate. Fourteen vuinerability assessments were completed during FY 8&4 in the following areas: - Technology Transfer - Personnel Security
bo . te - Technical curveiilance Counterneasures - Emission Security - Counterintelligence Collection and Liaison - Counterintelligence Production = Counterintelligence Support to OPSEC - Offensive Counterintelligence Operations - Counterintelligence Investigations - Communications Security ~ Imagery Intelligence - Counterintelligence Management and Oversight - Electronic Security Automation Security By the end of the fiscal year these areas had heen refined and reduced from 14 to 16 and milestones had been established for the development of Internal Control Review Checklists. c¢. (U) “Technology Transfer Division. During its first full year of existence, the Technology Transfer Division made significant steps in undertaking mana- gement of the technology security program for the Department _.__ of the Army. Major accomplishments included: (1) Formation of an Army Technology Control Panel, which provided, for the first time, an institutionalized mechanism for addressing key technical tfansfer issues. (2) Processed 32 exceptions to the National Disclosure Policy (NDP). | (3) Processed 1),009 visit reauests from foreign governments. (4) Approved 638 accreditations of foreign officers to U.S. activities. Uist SegrFIED ae 3-16
ser cereale tnre sete eReader Ths * ats ee tatters eens. AERA tee 081 eet am ar tira tt ome oa. ° Fs ame Oe at ne ne ee ee te UNCLASSIEIED. SECTION 4 DIRECTORATE OF FOREIGN INTELLIGENCE 1. (U) Overview. a. (U) During FY 84, the Directorate of Foreign Intelligence fulfilled its primary mission of providing the Army Secretariat, Staff, and other Army organizations politico-military, scientific and technical, and current intelligence in continuous and direct support of the Arny Gecision making process. The directorate also represented the Army in National and DoD intelligence community activities. These included National intelligence estimates, and represen- tation to the Weapons and Space Systems Intelligence and the Joint Atomic Energy Intelligence committees. b. (U) There were no significant organizational changes ' within the directorate during FY 84. The directorate con- tinued to be organized into four divisions - Foreign Intelligence, Threat Intelligence, Current Intelligence, and Foreign Intelligence and Threat Management Division. 2. (U) Key Personnel. a. (U0) The Director of the Foreign Intelligence Directorate, COL W.P. Grace, left during FY 84 and was replaced by COL J.L. Ford. ° b. (U) Foreign Intelligence Division. (1) (UV) The division chief, COL James L. Griggs left in July 1984. He was replaced by COL Douglas M. Englund during the same month. (2) (Y) LTC Dennis G. Spirek, Senior Desk Officer, | West/East Team, left OACSI in February 1984. His place was
are ting mieten! Moone a re RI AAO reat ts BIOTA CAI tt th Se leet Th te ar Mere wetter s weenie Sumrtre Bh ie atom ome cece. UNCLASSIFIED taken by LTC Jerry C. Williams from March through July. LTC(P) Lee H.H. Smith then became Senior Desk Officer for the remainder of the fiscal year. (3) (9) LTC Phillip R. Stewart filled the position of Senior Desk Officer, Soviet/East European Team, until May 1984 when he left and was replaced by LTC Richard &S. Kosevich ' through the end of the fiscal year. ce. (U) Current Intelligence Division. (1) (U0) April 1984 = Colonel Ralph E. Mason departed as Givision chief. (2) (U0) June 1984 = Lieutenant Colonel Richard Black, acting chief, retired. ° (3) (0) July 1984 = Colonel Dwight w. Beach assumed divi- sion Chief's duties. (4) (U) Other: A succession of personnel cuts, par- ticularly between January and June 1984, served to reduce the division's «analytical base to a minimum acceptable level. At one point, elimination of all enlisted slots was contemplated, “~put ultimately rejected when it was realized that this would prohibit the division from accomplishing its mission. d. (U) Scientific and Technical Division. (1) (0) The division chief, COL John R. Yates, left in December 1983 and was replaced by LTC(P) William Izzard. (2) (U) COL James J. O'Brien replaced LTC(P) William Izzard as the division chief in July 1984. 4-2 UNCLASSIFIED 54
a AP Cs NA A EE: SRI le weer me, A Ye en ti UNCLASSIFIED, ~ @. (0) Foreign Intelligence and Threat Management Division. COL Walter L. Cressler departed as the division» chief in April 1984 and was replaced by COL Michael Milam in the same month. 3. (U) Narrative of Activities. a. (U) Foreign Intelligence Division. (1) (U) The Foreign Intelligence Division continued its primary missions of providing intelligence support to the Army Staff and the Secretary of the Army, and representing the Army in joint, national, and international intelligence fora. The more significant activities included, among others: (a) (0) Support to the Secretary of the Army, the Chief of Staff, and staff principals during the final phases of the US military presence in Lebanon and the US rescue operations | in Grenada. ° | (b) (U) Preparation and coordination of OACSI input in the XV Conference of American Armies, held in Venezuela in Oct 84. —- (c) (U0) Provide new information on Soviet strategic defensive capabilities as input to National Intelligence Estimates. b. (U) Current Intelligence Division. (1) (U) Personnel constraints were the single biggest. impediment to smooth division operations, with the problem becoming most pronounced between April and July, when effec~ tively there was no division chief to fully protect the orga- nization's assets. Nevertheless, operating at reduced 4-3
UNCLASSIFIED strength, especially in the analytical area, the division con- tinued to generate selected intelligence products on a daily basis. . (2) (0) Beginning in the latter part of the fiscal year, a new approach to the formulation of current intelligence materials was instituted, primarily in the Black Book. Quantity considerations gave way to quality and reporting on ‘Bignificant events was tailored to Army decisionmakers' needs. “Division analysts implemented a three-part yardstick for ‘measuring world affairs: Army applicability, relevance to strategic US national interests, and ability to provide spe- ; cial or unique insights became the hallmarks of material selection for subsequent analysis and reporting to the Army's senior leadership. | : ec. (0) Scientific and Technical Division, (1) (U) In addition to foreign scientific and technical intelligence and threat support to the Army Staff, the Secretariat, and the Congress, the members of the division participated in a number of Threat Coordinating Groups (TCG), served as the Army representative to the Weapon and Space Systems Intelligence Committee (WSSIC), served as members of several subcommittees of the WSSIC, participated in three “international forums (Senior National Representatives, Allied { Land Warfare Technical Intelligence Conference, and the US/UK Chemical Warfare Intelligence Exchange), served as a member of the Joint Atomic Energy Intelligence Committee, and as a member of a national level intelligence collection/analysis committee on Soviet tank development. UNCLASSIFIED, hod ; 0 OSESSSSSS ISS
UNCLASSIFIED (2) (U) Division members also conducted technical reviews of several National Intelligence Estimates (NIE) and served as members of numerous Study Advisory Groups (SAG). Division members also delivered numerous technical briefings - to the Secretary of the Army, the Under Secretary of the Army, the Chief and Vice Chief of Staff of the Army, and to a wide range of Army Staff principals. (3) (U) The development of threat data books for the Deputy Chief of Staff for Research, Development, and _Acquis::ion (DCSRDA) was accomplished by division members. All functional areas (armor, infantry, artillery, chemical and biological, missiles, aviation, and technology transfer) were addressed. The book is prepared annually for the DCSRDA in support of his preparation for the House Armed Services Committee, House Appropriations Committee, and the Senate Armed Services Committee procurement hearings each year. ad. (U) Foreign Intelligence and Threat Management Division. . (1) (U) The major activity of the division was the involvement of the CSA study to determine the best and most cost effective way to consolidate the Army intelligence pro- Guction activities to include the Intelligence and Threat Analysis Center (ITAC), the Foreign Science Technology Center _ UPSTC), and the Missile Intelligence Agency (MIA). The study ‘effort recommended to the CSA that the production efforts should be consolidated under a field operating agency of the Assistant Chief of Staff for Intelligence, which he approved 4-5 eaeaeme anhnowr« fee ee a SO stan ee ee eens ef
UNCLASSIFIED in, late 1984. The decision resulted in the division deve- loping the required concept plan for the formation of the U.S. Army Intelligence Agency (AIA). The AIA was provisionally established in July 1984, and as a result, many of the actions previously performed by the Foreign Intleligence and Threat Management Division were transferred to the AIA. The division previously had four branches: the Production Management Team, the Red Team, the Materiel] Development Support Team, and the Forecasting Support Team. The production and forecasting ele- ments were transferred to the AIA and formed the basis for the provisional headquarters. The remaining elements of the divi- sion remained in the Foreign Intelligence Directorate. e. (%) RED Tean. (1) (0) The RED Team continued to support the Army's major analytical agencies - the Training and Doctrine Command (TRADOC) and the Concepts Analysis Agency (CAA) - with subject matter expertise on the operational and strategic aspects of the theater strategic operation. As part of its continuing role within the intelligence community it provided con- sultative and advisory support to the ODCSOPS Technical | Advisor, Army intelligence threat analysis organizations, the fotal Force Capability Assessment (TFCA), and the wargame | ‘directors at the Army War College and the National Defense : University. A more definitive relationship is being developed | with the DARCOM to integrate threat into their system develop- ment efforts. 4-6 ; HNEL ACCIEICN
Te OEE OR eee a ee mets Stee eter ee al a a a ET ae OS tment ce UNCLASSIFIED ' (a) (0) TRADOC and CAA were provided threat information upon which they could prepare RED scenarios and intelligence documentation for inclusion in their analysis. RED Team reviewed their analysis and its application in the PPBES and force development arenas to assess its accuracy ané@ - consistency. (b) (U) The RED Team initiated work to include the Soviet Operational Maneuver Group (OMG) threat assessments being done throughout the analytical community. The results of this effort are as yet unknown due to simulation constraints, but the approach has altered considerably the effects of Soviet maneuver forces in simulations. ° (c) (U) RED Team efforts with DARCOM Foreign Intelligence _ Officers (FIO) have been initiated to provide a better perspective of the operational and strategic analysis and how system oriented analysis must also integrate this perspective. -- (2)  €U) RED Team members rewrote Volume VIII of the Soviet Battlefield Development Plan (SBDP). It summarized the -~~—key factors driving Soviet ground forces developments over the next two decades within their theaters of military operations and power projection into Central America, South America, Sub-Saharan Africa, the Near-East, and the Far-East. It eva- duated Soviet capabilities against their stated requirements ‘ for the conduct of combat and assessed their shortcomings. | (3) (U0) Continued involvement in the Land Armaments and Manpower Model (LAMM) and Soviet Analytical Methods of Operational Assessment (SAMOA) continued within the Red Team. ‘-7 2G
— eee A NE a NN SE A CC EE LEN Th EEE LER a Retirees Mental alee la | UNCLASSIFIED (a) (U0) The RED Team continued to act as the principal OACSI point of contact for LAMM and coordinated Army staff support of the 1984 update of this interagency data base on Soviet ground forces. Production of Army intelligence pro- ducts was ccordinated to take advantage of the LAMM based data. ; (b) (U) SAMOA was appended through two outside contacts that provided insight into the issue of Soviet logistics and reconnaissance planning and norms. These were provided to the Intelligence and Threat Analysi. Center for inclusion into the project. f. (0) Materiel Development Support Team. (1) (0) The major involvement of the team was the arti- culation of the OACSI Threat Architecture in the development, review and staffing of the Army guidance concerning threat support to the force, combat and materiel development process. The draft AR 381-11 went through several major reviews with the major commands. TRADOC and AMC provided significant input to the development of the guidelines for threat support. At Oman the same time this action was being closely worked with the provisional headquarters of the AIA to insure that all intelligence production capabilities were considered in the guidance to the Army. . (2) (U) The team continued to become more involved in the integration of threat into the force modernization process and as a result the name of the team was changed to Threat 4-8 TINT! ACen
a eo a ay : oe achat Panne tat an Thansb enamine ta semmadlineens ie Snes aS oR ESR AN EA os eet tn Oe tate ar iy bie Oe we ee oe UNCLASSIFIED Integration to more properly reflect the evolving missions as a result of the OACSI threat architecture concept. The Threat Inteyration Staff Officers (TIS0) continued to expand their . efforts and coverage to all major Army acquisition systems, to include the Designated Acquisition Programs that required Defense System Acquisition Review Council (DSARC) review. 4-9 Stawme ama -— " R
UNCLASSIFIED SECTION 5 DIRECTORATE OF FOREIGN LIAISON FY 1984 1. Organizational Changes. None. 2. Key Personnel. In Auqust 1984, LTC Thomas S. Brock replaced COL J. Allan Kimball as Chief, Tours Branch. COL Kimball replaced COL Neil M. Hagerty, as Deputy Director, upon the latter's retirement. 3. .Narrative of Activities. During Fiscal Year 1984, the three branches within the Directorate accomplished the ” - following activities: a. Attache Coordination Branch. . . (1) Processed accreditations to Department of the Army for 45 Military and Assistant Military Attaches. (2) Processed 565 requests for visit authorization to DA CONUS activities for foreign representatives. (3) Prepared readahead books for 134 visits on the Army leadership and the ACSI by foreign representatives. (4) Processed reouvests for Uniformed Services _ te Identification Cards for issue to approximately 750 eligible foreign military personnel and their dependents. (5) Revised, in coordination with the Technology Transfer Division, Directorate of Counterintelligence, OACSI, "Policies and Procedures Manual for Foreign Military Attaches and Military Representatives Accredited to Department of the 5-1 UNCLASSIFIED og
Sal EEE EE EEE OSS ee OO ee A ORE NTE Es Ste tm UNCLASSIFIED Army," to more effectively control access to US Army facili- ties and information by foreign representatives. The manual is distributed to all foreian representatives accredited. to DA. b. Tours Branch. Officially hosted tours of foreign military diqnitaries to the United States. Tours Branch admi- nistered a total) of 51 tours. (1) Army VIP Tours: for counterpart guests of the SA, CSA, VCSA, and other senior DA officials. TOURS CONDUCTED FORFIGN PARTICIPANTS Fy 64 eg 34 (2) Defense VIP Tours: for counterpart and auests of SECDEF, OSD, and CJCS on rotational hasis among the services. TOURS CONDUCTED FOREIGN PARTICIPANTS FY 84 3 | 40 (3) ACSI Tours: counterparts of the ACSI. COUNTERPART TOURS TOURS CONDUCTED FOREIGN PARTICIPANTS FY 84 6 i2 FOREIGN | ATTACHE TOURS TOURS CONDUCTED FOREIGN PARTICIPANTS FY 84 : 3 107 (4) Security Assistance Tours: There were two types of Security Assistance Tours: Orientation Training Tours (OTTs) and Washington, DC Schools Tours. OTTs were conducted under the auspices of the International Military Education and Training Program (IMFET) or the Foreiqn Military Sales Program {FMS) to acaquaint senior foreign officers with US Arny UNCLASSIFIED 5-2 G0
. UNCLASSIFIED doctrine and training methods. Washinaton, DC Schools Tours were made under IMET and FMS for foreign students attending US Army service schools (career course Jeve) and above) to acouaint participants with HODA, State Department, and other government and civilian institutions in the Washington, DC area. OTTs TOURS CONDUCTED FOREIGN PARTICIPANTS FY 84 ; 10 4s OTHERS FY 84 2 64 WASHINGTON, DC SCHOOLS TOURS TOURS CONDUCTED FOREIGN PARTICIPANTS FY 84 11 801 (5) Special Tours: These FY 84 tours were ad hoc/unprogrammed, yet officially hosted foreign visits or tours not falling under other programs. _ 7 TOURS CONDUCTED FOREIGN PARTICIPANTS FY 84 8 166 (6) A breakdown by country and dates is at Appendix A. ¢. Protocol Branch. (1) Arranged the following social functions: 39 lunches, 11 dinners, 3 social hours, a Military Review, éth of July Reception for Military Attaches and their ladies, and a Fall Reception hosted by the ACSI to present the Military Attaches and their ladies to the Secretary of the Army and Chief of Staff of the Army. (2) Processed 23 awards for foreign military dignitaries. (3) Prepared 61 holiday congratulatory letters for 5-3 UNCLASSIFIED
UNCLASSIFIED signature of Chief of Staff, Army, and 34 letters for the ACSI, to ‘their foreign counterparts. (4) Prepared an additional 30 miscellaneous Jetters for CSA and 9 for the ACSI for dispatch to their foreign counterparts. 5-4 UNCLASSIFIED
UNCLASSIFIED SECTION 6 INTELLIGENCE AUTOMATION MANAGEMENT OFFICE 1. (U0) Overview. a. (U) The Intelligence Automation Management Office (DAMI-AM) continued its mission of being the ARSTAF monitor and the General Defense Intelligence Program (GDIP) funds exe- cutor for automation and telecommunications. systems for Army Intelligence Data Handling Systems (1DHS) sites and Arny- funded UsS Command IDHS sites. The major activities centered on planning and budgeting for computer assisted support for the intelligence staffs and organizations of the Army MACOMs, U&sS Commands, and the organizations within the Arny Intelligence Agency. During FY 84 the amount of funding for automation and telecommunications projects grew in percentage terms more than any other segment of the Army GDIP budget. b. (U) During FY 84 the degree and amount of coor- dination accomplished between DAMI-AM, the offices of RSE and FSM within DIA, and AFIS-IND (USAF), became even closer than _-_before. So many technical and systems problems were common to all organizations that each tried to share resources and efforts to achieve joint solutions. 2. (U) Organizational Changes’. (a) (VU) There were no major organization changes to DAMI-AM in terms of structure during FY 84. The office remained structured with two branches - the Life Cycle 6-1 UNCLASSIFIED &2
FOR OF SE ONLY Management Branch (DAMI-AML) and the Plans and Budget Branch , (DAMI-AMP). be. (U) Personnel Situation. (1) (U) During FY 84 the authorized strength of the _ office was reduced fron to ay One position was trans- . ferred to DAMI-PBP in order to create a new audit team for OACSI; one position was transferred to OACSIM to provide the necessary manpower to fill out that new organization. (2) (U0) Two people departed DAMI-AM during FY 84. LTC Ted Strange retired from military service, and Mrs. Gail Hagler, the Chief of the Life Cycle Management Branch, took a lateral transfer to join the Army WWMCCS Information System (AWIS) Project Manager's Office (PHO). Ms. Dot Darrach was appointed temporary Chief of DAMI-AML vice Mrs. Hagler. (3) (U) During FY 84 the only person whom DAMI-AM gained was MAJ Dorrick, who was assigned to the Life Cycle Management Branch. 3. (U) Narrative of Activities. a. (U) Several systems for IDHS sites stayed on schedule ._——and moved out of the concept development stage into full deve- lopment and fielding. Those systems were: (1) (UD) The Relocatable Army Proecessors for Intelligence Dissemination - Europe (RAPIDE) for ODCSI, USAREUR. (2) (U) The Army Threat Intelligence Production System (ATIPS) for RO AIA. 6-2. 64 ONLY. rj (a za69SNs
UNCLASSIFIED (3) (U) The Korean Intelligence Support System (KISS) ‘for HO USFK and the Combined Forces Command. b. (U) Several other systems moved from the funding — approval state into concept development. Those systems were: (1) (U) The USSOUTHCOM Intelligence Support System (SCISS). The functional requirements study for HQ USSOUTHCOM was completed in March 1984.: The SCISS, when completed, would provide HQ USSOUTHCOM with an automated message handling capability, connectivity to national level automated files, and analyst-to-analyst communications from the local level to the national level offices. (2) (U0) An automated message handling capability for HQ SRAPE as well as connectivity to HQ EUCOM and an IDHSC II cir- cuit to national level files. (3) (U) —-The Deployable Intelligence Data Handling System {DIDHS) for HQ ARCENT, for use when they have to deploy on exercises or wartime contingencies outside their garrison location. (4) (UU) HQ WESTCOM submitted a Mission Element Need —~statement (MENS) for an automation system which would provide them with connectivity to the Intelligence Production and Analysis Center {IPAC) at HO PACOM, connectivity to the national level intelligence files, and an automated message handling capability. The MENS was approved by OACSI and DIA. 69 UNCLASSIFIED
FOR OF SECTION 7 PLANS, PROGRAM AND BUDGET OFFICE 1. (U) Major Organizational Changes. a. (U) In Fy 84, aQPprerson Audit Team was created in the Plans, Program and Budget Office (DAMI-PB) to audit Intelligence Contingency Funds (ICF) and other intelligence programs, as needed. Concurrently, a new branch was established in DAMI-PB - The Budget Execution, Audit and Management Branch - to supervise the activities of the Audit Team and to provide increased emphasis on Army-wide budget execution review. The new branch was also assigned respon- sibility for the OACSI Management Team, which was transferred from the Management Support Office. . b. (U0) The other branches in DAMI-PB, the Plans Branch (DAMI~PBP) and Program and Budget Formulation Branch (DAMI-PBB) “did not undergo any organizational changes in FY 84. 2. (U) Key Personnel. There was no turnover of key personnel in . the Plans, Program and Budget Office during FY 84. 3. (U) Narrative of Activities. a. (u) The Program and Budget Formulation Branch automated its funding and manpower data bases using IBM personal com- puters (PCs). These data bases include P3I Operation and Maintenance, Army (OMA) manpower and dollars; Research, Development, Test, and Evaluation (RDT&E) manpower and dollars; and Other Procurement, Army (OPA) manpower and Gollars. Automation greatly speeded changes and recalcula- tions to these data bases. 66 Te. . CNN Acorn Cr rau w ti la essosns
. UNCLASSIFIED b. (U) The addition of the Audit Team to the Program Execution, Audit and Management Branch enabled them to ini- tiate an audit program of Intelligence Contingency Funds and other Intelligence programs. Audits were scheduled and con- Gucted both in CONUS and overseas. The audit program is an on-going, long-term endeavor. The Branch automated the ACSI Staff and Intelligence Operations Detachment (IOD) Tables of Distribution and Allowances (TDAS). The TDAs list all required and authorized manpower on the ACSI Staff and IOD, by job title, military occupational specialty (MOS) and grade, with subtotals for each organizational element. The Branch also performed budget execution and financial operations and policy. . c. (U) The most significant accomplishment of the Plans Branch during FY 84 was the writing of the Annual Army Intelligence Management Plan (AIMP). The AIMP is the capstone document for describing the future of Army Intelligence. it __identifies shortcomings and develops requirements, objectives and tasks to solve those shortcomings, and transitions those requirements into the program and budget process. Plans Branch also prepared and reviewed other Army Plans, and cocr- dinated the Army portion of all Joint, Service, and National ° Intelligence Plans. G? UNCLASSIFIED
UNCLASSIFIED APPENDIX A CHIEF OF STAFF, ARMY COUNTERPART TOURS FY 1984 COUNTRY DATES PARTICIPANTS ESCORTS AUSTRALIA 9-18 Oct 83 r d COLOMBIA 2-1] Nov 83 4 l CANADA 24-27 Jan 84 4 1 HONDURAS 32-18 Feb 84 4 1 INDONESIA 5-12 Apr 84 5 1 KOREA 17-23 May 84 4 1 BRAZIL 21-30 Jun 84 4 ] INDIA 11-20 Jul 84 5 1 TOTAL TOURS - 8 PARTICIPANTS - 34 A-) 63 UNCLASSIFIED
ee OO EEE NE ME tem» ws teal a nna + Ge A A aN ta Ey Stan ht = mt ef ll A a La na te apt > . UNCLASSIFIED a as et ame as + cnet SPECIALS/DEFENSE VIP TOURS* COUNTRY *LUXEMBURG-MINISTER OF DEFENSE *PANAMA-COMMANDER IN CHIEF DEFENSE FORCES *KOREA - MINISTER OF DEFENSE PEOPLE'S REPUBLIC OF CHINA PAKISTAN NATIONAL DEFENSE COLLEGE KERMIT ROOSEVELT LECTURE PEOPLE’S REPUBLIC OF CHINA-LOGISTICS DELEGATION SPANISH JOINT STAFF COLLEGE GENERAL OFFICER DELEGATION-MEXICO CHAIRMAN NATO MILITARY COMMITTEE ROYAL DEFENSE COLLEGE GREAT BRITATN TOTAL TOURS - 11 FY 1984 DATES 18-26 Oct 83 13-19 Nov 8&3 5-8 Dec 83 10-15 Apr 84 14-29 Apr 84 30 Apr-11 May 84 6-23 May 84 27 May-10 Jun 84 11 = 20 Jun 84 9-13 Jul 84 7-25 Sep 84 PARTICIPANTS | 5 16 40 52 14 PARTICIPANTS - 166 , 69 UNCLASSIFIED Se ee PEE he eee hee on ESCORTS |
. UNCLASSIFIED ASSISTANT CHIEF OF STAFF FOR INTELLIGENCE COUNTERPARTS Fy 1984 COUNTRY DATES PARTICIPANTS | JAPAN 7-11 Nov 83 2 PERU 6-12 May 84 2 TURKEY 12-16 May &4 2 FRANCE 22 Jun-1 Jul 84 3 COLOMBIA 13-17 Aug 84 2 BARBADOS 23-29 Sep 84 2 TOTAL TOURS ~ 6 PARTICIPANTS —- 12 A-3 79 UNCLASSIFIED . ESCORTS 1 1 1 1 1
oo oe . UNCLASSIFIED ORIENTATION TRAINING TOURS FY 1964 COUNTRY DATES # GUESTS # ESCORTS GUINEA 3-18 Nov 83 3 ~ . NIGER 13-27 Jan 84 3 a MALI 25 Jan-8 Feb 84 3 1 ‘SOMALIA 10-24 Feb 84 6 J JORDAN 4-18 Apr 84 6 1 KENYA 2-17 May 84 4 1 SAUDI ARABIA 6-20 Jul 84 4 1 SUDAN 13-25 Jul 84 7 1 ‘F INLAND 28 Aug-14 Sep 84 3 1 EGYPT 17-30 Sep 84 6 . 1 TOTAL TOURS - 10 PARTICIPANTS - 45 en OTHERS TOURS LATIN AMERICA HONOR 11-24 Mar 84 18 1 GRADUATES SCHOOL OF THE 28 Sep-20 Oct 84 46 1 AMERICAS TOTAL TOURS - 2 PARTICIPANTS ~- 64 UNCLASSIFIED Zi
ecasen ee mene nema ae aan se eet ee a re etna eet ee A nate oer oth ee manele npn kina 5 «tall Sag ROUGE | POON" SG RT OO EEO UNCLASSIFIED OTHERS . FY 1984 * COUNTRY DATES PARTICIPANTS FALL ATTACHE TOUR 16-20 Oct 83 29 Williamsburg, VA; Ft Eustis,VA;Ft Lee, VA SKI ATTACHE TOUR ~ 29 Jan-) Feb 84 30 SPRING ATTACHE TOUR 1-11 Apr 84 48 Ft Bliss, TX; 9th . Inf Div & I Corps, Ft Lewis, WA; Boeing Airplane Co; 7th Inf Inf Div, Ft Ord, Ca; Carmel), CA; Louisville, KY, Philip Morris - Cigarette Co; Armor School, Ft Knox, KY; Churchill Downs, KY ~ TOTAL TOURS - 3 PARTICIPANTS - 107 A-5 72 UNCLASSIFIED ESCORTS