DEPARTMENT  OF  THE  ARMY 
OFFICE  OF  THE  ASSISTANT  CHIEF  OF  STAFF  FOR  INTELLIGENCE 
ANNUAL  HISTORICAL  REVIEW  (U) 
(RCS  CSHIS-6  (R3)) 
1  OCTOBER  1981-30  SEPTEMBER  1982 
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INVOLVED. 
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CLASSIFIED  FY: 
REVIEW  ON:  OADR 
MULTIPLE  SOURCES 
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FOREIGN  NATIONALS 
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TABLE  OF  CONTENTS 
SECTION  1.   INTRODUCTION  Paragraph       Page 
Mission    1  1~1 
Leadership    2  1-1 
Staff  Action  Control    3  1-3 
Organizational  Changes      4  1-3 
Manpower  Authorization     5  1-4 
Location    6  1-4 
SECTION  2.   INTELLIGENCE  SYSTEMS 
An  Overview  of  FY  82     
Major  Organizational  Changes     
Intelligence  Systems  Integration  Division  .  .  . 
Signals  Intelligence  Division    
Human  Intelligence  Division    
Imagery  Intelligence  Division    
Long  Range  Planning  Office     
SECTION  3.   COUNTERINTELLIGENCE  AND  SECURITY 
An  Overview  of  FY  1982   
Major  Organizational  Changes      ... 
Security  Division    
Major  Projects   ...    
Counterintelligence/OPSEC  Division    
SECTION  4.   FOREIGN  INTELLIGENCE 
An  Overview  of  FY  82    1  4-1 
Major  Organizational  Changes             2  4-1 
Narrative  of  Activities           3  4-2 
SECTION  5.   FOREIGN  LIAISON 
Overview  of  FY  82    1  5-1 
Major  Organizational  Changes      2  5-2 
Narrative  of  Foreign  Liaison  Directorate 
Activities    3  5-2 
SECTION  6.   INTELLIGENCE  RESOURCES  MANAGEMENT 
An  Overview  of  FY  1982   
Organizational  Changes     
Personnel  and  Services  Division  .  .    
Program  Budget /Management  Division     
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SECTION  7.   INTELLIGENCE  AUTOMATION  MANAGEMENT         Paragraph        Page 
An  Overview  of  FY  1982           1  7-1 
Major  Organizational  Changes            2  7-1 
Narrative  of  Activities.           3  7-2 
SECTION  8.   SPECIAL  PROJECT  TEAM  (Litigation) 
An  Overview  of  FY  1982    
Major  Organizational  Changes    
Narrative   
Bibliography    
SECTION  9.   US  ARMY  INTELLIGENCE  OPERATION  DETACHMENT 
General     
OACSI  Watch  Office    
Project  Manager's  Office  (Red  Team)   ...... 
Current  Intelligence  Division   
ANNEX  I.   OACSI  MANPOWER  RESOURCES     1-1 
ANNEX  II.   GLOSSARY    II-l 
ANNEX  III.   OFFICE  SYMBOLS  .    III-l 
OACSI  Circular  No.  340-9,  dated  1  November  1980  III-2 
OACSI  Circular  No.  340-9,  dated  1  April  1982  III-6 
ANNEX  IV.   ORGANIZATION  CHARTS    IV-1 
20  July  1981    IV-2 
15  December  1981    IV-3 
1  May  1982    IV-4 
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UNCLASSIFIED.
SECTION  1 
INTRODUCTION  (U) 
1.   (U)  MISSION.  The  mission  of  the  Office  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  ACSI,  as  a  member 
oP'the  Army  General  Staff,  is  responsible  for  overall  coordination  of  the 
intelligence  and  counterintelligence  activities  of  the  US  Army.  The  ACSI  is  the 
Army  observer  and  representative  on  the  National  Foreign  Intelligence  Board,  the 
Array  member  of  the  Military  Intelligence  Board,  Chairman  of  the  Army 
Classification  Review  Board,  and  the  Signals  Intelligence  (SIGINT)  focal  point 
for  the  Army.   In  discharging  these  responsibilities,  equitable  consideration  is 
given  to  the  Active  Army,  Army  National  Guard,  and  Army  Reserve.  Within  the 
scope  of  assigned  responsibilities,  the  ACSI  has  a  relationship  to  the  Chief  of 
Staff  corresponding  to  that  of  a  Deputy  Chief  of  Staff.  A  more  detailed  state- 
ment of  the  functions  and  responsibilities  of  the  ACSI  is  contained  in  AR  10-5, 
Organization  and  Functions — Department  of  the  Army. 
2.   (U)  LEADERSHIP 
a.   (U)  Major  General  Edmund  R.  Thompson  was  the  Assistant  Chief  of  Staff 
for  Intelligence  until  1  November  1981.  MG  Thompson  had  occupied  the  position 
since  August  1977.   The  Deputy  Assistant  Chief  of  Staff  for  Intelligence  (DACSI) 
Brigadier  General  William  E.  Odom  succeeded  MG  Thompson  on  1  November  1981.   BG 
Odom  had  served  as  the  DACSI  since  23  March  1981.   BG  Odom  was  selected  for  pro- 
motion to  major  general  on  1  November  1982.   He  was  replaced  as  the  DACSI  by  BG 
Roy  M.  Strom  on  2  December  1981. 
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BG  Harry  E.  Soyster  was  assigned  to  OACSI  on  6  January  1982  and  assumed  the 
position  of  Deputy  Assistant  Chief  of  Staff  for  Intelligence  for  Intelligence 
Systems  and  Automation.  Colonel  William  D.  Fritts  served  in  the  position  of 
OACSI  Executive  until  9  August  1982.  He  was  succeeded  as  OACSI  Executive  on  22 
August  1982  by  Colonel  Charles  F.  Scanlon. 
b.   (U)  Mr.  Merrill  T.  Kelly  was  the  Special  Assistant  to  the  ACSI  for  the 
entire  FY  1982  period.  The  Special  Assistant  advised  and  assists  the  ACSI  on 
all  matters  pertaining  to  intelligence  and  counterintelligence.  He  also  served 
as  the  Functional  Chief's  Representative  on  all  civilian  career  intelligence 
personnel  matters. 
c   (U)  Personnel  who  served  in  other  key  leadership  positions  in  the 
period  1  October  1981  -  30  September  1982  are  listed  below: 
Director  of  Intelligence  Systems 
Brigadier  General  R.  W.  Wilmot  1  Oct  81  -  16  Nov  81 
Colonel  N.  S.  Wells  17  Nov  81  -  30  Jun  82 
Mr.  R.  H.  Smith  (Acting)  1  Jul  82  -  25  Jul  82 
Colonel  H.  A.  Grainger  26  Jul  82  -  30  Sep  82 
Director  of  Counterintelligence 
Colonel  D.  P.  Press  1  Oct  81  -  30  Sep  82 
Director  of  Foreign  Intelligence 
Colonel  N.  S.  Wells  1  Oct  81  -  16  Nov  81 
Colonel  W.  P.  Grace  III  17  Nov  81  -  30  Sep  82 
Director  of  Foreign  Liaison 
Colonel  H.  L.  F.  Ching  1  Oct  81  -  30  Sep  82 
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Director  of  Intelligence  Resources  Management 
Colonel  J.  M.  Bryden  1  Oct  81  -  30  Sep  82 
Chief,  Intelligence  Automation  Management  Office 
Colonel  J.  P.  Timlin  1  Oct  81  -  A  Oct  81 
Colonel  D.  D.  Briggs  5  Oct  81  -  30  Sep  82 
3.  (U)  STAFF  ACTION  CONTROL.  The  control  of  staff  actions  in  OACSI  is  the 
responsibility  of  the  Staff  Control  Office  (SACO)  which  comes  under  the 
direct  supervision  of  the  Executive.  SACO  thus  provides  the  agency  point 
of  entry  and  control  for  joint  and  unilateral  staff  affairs,  and  maintains 
the  OACSI  suspense  control  system.  SACO  continued  to  perform  its  role  on 
the  OACSI  staff  with  little  or  no  change  in  its  mission,  functions  or 
procedures . 
4.  (U)  ORGANIZATIONAL  CHANGES.   There  was  one  significant  organizational 
change  in  OACSI  in  FY  1982.  On  A  November  1981,  approval  was  received  from 
DACS-DM  to  realign  selected  functions  and  manpower  spaces  to  consolidate 
the  security  function  within  CI.  As  a  part  of  this  reorganization,  the 
automation  security  function  was  transferred  to  DAMI-CI  from  DAMI-AM.  The 
primary  responsibility  for  sensitive  compartmented  information  (SCI) 
security  was  transferred  from  DAMI-IS  to  DAMI-CI.   In  addition,  the  man- 
power spaces  supporting  the  Admin  NCO  (DAMI-RMA-A)  and  the  manpower  space 
supporting  the  former  position  of  Special  Assists::*:  to  the  ACSI  for  Human 
Systems  (DAMI-ZD)  were  transferred  to  DAMI-CI. 
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5.   (U)  MANPOWER  AUTHORIZATION. 
a.   (U)  The  manpower  authorizations  for  the  staffing  of  the  OACSI 
departmental  staff  and  its  subordinate  unit  at  the  beginning  and  end  of  FY 
1982  were  as  indicated  below.  A  detailed  audit  trail  of  these  manpower 
spaces  is  provided  In  Annex  1. 
BEGIN         '    END 
FY  1981  FY  1981 
OACSI  (Departmental  Staff) 
Field  Operating  Agency 
(IOD) 
TOTAL         M  MM  3 
b.   (U)  In  addition  to  the  above  programed  authorizations,  OACSI  was 
authorized  a  temporary  overstrength  of  four  military  personnel  for  the 
Special  Project  Team  (Litigation).  See  Section  8  for  information  on  this 
team. 
6.   (U)  LOCATION.  In  FY  1981  the  entire  staff  of  OACSI,  and  all  elements 
of  the  US  Army  Intelligence  Operations  Detachment  continued  to  be  located 
in  the  Pentagon,  Arlington,  Virginia,  with  a  mailing  address  of  Washington, 
DC  20310. 
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UNCLASSIFIED. 
SECTION  2 
INTELLIGENCE  SYSTEMS  (U) 
1.  (U)  AN  OVERVIEW  OF  FY  82.   FY  82  was  a  year  of  continued  diverse  activities 
by  the  Directorate  of  Intelligence  Systems  and  its  subordinate  divisions  within 
Department  of  Defense,  Department  of  the  Army  and  the  Intelligence  Community. 
The  year  was  also  characterized  by  significant  personnel  turbulence,  which  adver- 
sely affected  the  entire  directorate  until  newly  assigned  action  officers  could 
catch  up  on  their  assigned  areas  of  responsibility.  The  Directorate  became 
involved  in  numerous  new  intelligence  initiatives  described  in  the  following 
paragraphs.   With  responsibilities  cutting  across  the  fields  of  military 
intelligence  officers  and  enlisted  personnel  development;  intelligence  training; 
HUMINT,  SIGINT,  and  IMINT  programs;  and  numerous  special  programs.   The 
Directorate  of  Intelligence  Systems  provided  a  significant  amount  of  the  effort 
generated  by  the  Office  of  the  Assistant  Chief  of  Staff  for  Intelligence. 
2.  (U)  MAJOR  ORGANIZATIONAL  CHANGES 
a.  (U)  During  FY  82  all  leadership  positions  within  the  Directorate 
exchanged  personnel. 
b.  (U)  The  following  key  personnel  changes  were  made  within  the  front 
office  of  the  Directorate: 
(1)  (U)   BG  Richard  Wilmot  departed  the  Directorate  to  become 
Commander  of  the  U.S.  Army  Intelligence  Center  and  School  at  Fort  Huachuca, 
Arf.zona  on  16  Nov  81. 
(2)  (U)  Colonel  Norman  S.  Wells,  former  Director  of  DAMI-IS  and 
Director  of  Foreign  Intelligence,  was  reappointed  as  Director  of  DAMI-IS  17  Nov 
81.   He  retired  on  30  Jun  82  after  more  than  36  years  of  service. 
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(3)  (U)   Captain  Leonard  N.  Leffner  reported  from  the  OACSI  Watch  Team 
for  duty  as  Executive  Officer  on  3  Feb  82. 
(4)  (U)  Captain  Peter  J.  Podbielski  departed  the  Directorate  front 
office  for  duty  as  Executive  Officer  to  BG  Harry  E.  Soyster  on  13  Feb  82. 
(5)  (U)  Mr.  Richard  H.  Smith,  Deputy  Director,  was  appointed  Acting 
Director  of  DAMI-IS  upon  the  retirement  of  Colonel  Wells  and  until  a  new 
Director  was  designated. 
(6)  (U)   Colonel  Harold  A.  Grainger,  former  Chief  of  the  Signals 
Intelligence  Division  (DAMI-ISO  was  appointed  Director  of  Intelligence  Systems 
effective  26  Jul  82. 
3.  (U)   INTELLIGENCE  SYSTEMS  INTEGRATION  DIVISION  (DAMI-ISI) 
a.   (U)  An  Overview  of  FY  1982 
(1)  (U)  The  Intelligence  Systems  Integration  Division  (DAMI-ISI),  as 
its  designation  implies,  is  concerned  with  the  spectrum  of  intelligence 
disciplines  and  how  they  mesh  into  a  multidiscipline  intelligence  collection, 
analysis  and  production  system,  especially  at  the  tactical  level. 
(2)  (U)  With  this  overall  task  in  mind,  DAMI-ISI  engaged  in  a  multitude 
of  staff  actions  associated  with  ensuring  that  commanders  are  provided  the  best 
and  most  timely  intelligence  required  to  arrive  at  correct  battlefield  deci- 
sions.  These  actions  involved  consideration,  analysis,  advice  and  recommen- 
dations concerning  the  following  factors: 
-  Intelligence  concepts  and. doctrine 
-  Intelligence  force  structure 
-  Intelligence  organization,  manning  and  equipping 
-  Intelligence  collections  and  analysis  systems 
-  Intelligence  relationships  and  support  to  command  and  control 
-  Intelligence  individual  and  unit  training 
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-  Intelligence  training  aids  and  devices 
-  Intelligence  training  and  evaluation 
-  Intelligence  professional  development 
-  Threat  training 
-  Intelligence  and  reserve  component  affairs 
-  Intelligence  cooperation  with  allies  and  potential  allies 
-  Intelligence  foreign  assistance 
-  Army  intelligence  dependencies,  relationships,  and  interoperability 
with  other  services  and  national  intelligence  agencies. 
(3)  (U)  During  the  year,  the  division  suffered  from  an  unusually  heavy 
turnover  of  personnel.  Most  of  those  leaving  had  not  completed  the  "normal" 
three  year  tour  on  the  Army  Staff  and  there  was  little,  if  any,  overlap  between 
those  departing  and  their  replacements.  This  personnel  turbulence  adversely 
affected  the  efficiency  and  effectiveness  of  the  division  and  placed  severe 
workloads  on  the  remaining  action  officers.   The  serious  and  lengthy  illness  of 
one  of  the  two  division  secretaries  exacerbated  this  situation;  however,  this 
last  was  ameliorated  somewhat  by  the  introduction  of  word  processors  to  the 
division  in  July. 
(4)  (U)  This  summary  touches  on  only  the  major  actions  and  projects  in 
which  this  division  engaged.   It  does  not  account  for  the  numberless 
brainstorming  sessions  and  hours  of  study  and  thought  brought  to  bear  by  the 
division's  action  officers  on  the  many  challenges  facing  Army  intelligence  now 
and  in  the  future.   The  following  initiatives  highlight  the  accomplishments  of 
DAMI-ISI  during  the  year. 
b.   (U)  Major  Organizational  Changes 
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(1)  (U)  Key  Personnel  Change.   Effective  1  August  1982,  Lieutenant 
Colonel(P)  Dennis  S.  Langley  became  Chief,  Intelligence  Systems  Integration 
(DAM1-ISI)  Division,  succeeding  Colonel  Wayne  Worthington,  who  retired  on  31 
July  1982.  Lieutenant  Colonel  Langley' s  last  assignment  was  as  a  student  at  the 
Army  War  College,  Carlisle  Barracks,  Pennsylvania. 
(2)  (U)  Other  Personnel  Changes: 
Losses ;  LTC  James  Coniglio  -  January 
LTC  Domenic  Sette  -  January 
Mr.  Joseph  Bodek  -  February 
LTC  Alexander  Okimoto  -  May 
LTC  Darrell  Walker  -  June 
LTC  Robert  Covalucci  -  July 
LTC  Thomas  Sullivan  -  July 
Gains:   MAJ  James  Solomon  -  September  (1981) 
MAJ  Kurt  Siemon  -  January 
MAJ  Roger  Wheaton  -  January 
LTC  Ralph  Heisner  -  July 
MAJ  Larry  Miller  -  July 
LTC  George  Cromartie  -  August 
LTC  Lyman  Kirkpatrick  -  September 
(3)  (U)  Mission  Changes. 
(a)  (U)   In  February  1982,  functional  responsibility  for  the  over- 
seas portion  of  the  Foreign  Area  Officer  (FAO)  Training  was  transferred  to  the 
Office  of  the  Deputy  Chief  of  Staff  for  Operations  and  Plans.   One  civilian  per- 
sonnel space  accompanied  this  transfer. 
(b)  (U)  The  division  was  authorized  one  additional  civilian  space 
to  manage  the  Civilian  Intelligence  Career  Program.   At  the  close  of  the  fiscal 
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year,  recruitment  was  in  process  for  the  individual  to  fill  this  position. 
c   (U)  Narrative  of  Activities 
(1)   (U)  Continuing  Functions.  The  division  performed  those  functions 
assigned  by  OACSI  Regulation  10-4.  The  division  also  represented  the  ACSI  and 
intelligence  interests  in  numerous  projects,  conferences,  work  groups,  etc.,  at 
the  joint  and  departmental  levels  as  well  as  at  those  sponsored  by  various  major 
commands  and  their  subordinates.  These  included  participation  in  or  contribu- 
tion to  the  following: 
(a)  (U)  Analysis  of  Military  Organizational  Effectiveness  (AMORE) 
Study 
(CCRAWG) 
(C3-CM) 
(b)  (U)  Army  Command  and  Control  Master  Plan  (AC2MP) 
(c)  (U)  Army  Battlefield  Interface  Concept  (ABIC) 
(d)  (U)  Battlefield  Automation  Management  Program  (BAMP) 
(e)  (U)  Command  Control  Requirements  Appraisal  Working  Group 
(f)  (U)  Command,  Control,  and  Communications-Counter  Measures 
(g)  (U)  Worldwide  Military  Command  and  Control  System  (WWMCCS) 
(h)  (U)  Tactical  Air  Control  System/Tactical  Air  Defense  System 
(TACS/TADS) 
(i)  (U)  Army  Force  Modernization  Coordination  (AFMCO) 
(J)  (U)  Joint  Interoperability  of  Tactical  Command  and  Control 
Systems   (JINTACCS) 
(k)  (U)  Battlefield  Exploitation/Target  Acquisition  (BETA)  Test 
Bed 
(1)  (U)  Maneuver  Control  System  (SIGMA) 
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UNCLASSIFIED. 
(tn) (U) 
(n) (U) 
(o) (U) 
(P) (U) 
(q) (U) 
(O (U) 
(s) (U) 
(t) (U) 
(u) (U) 
(v) (U) 
(w) (U) 
(x) (U) 
(y) (U) 
(z) (U) 
(aa) (U) 
Study  Group 
(bb) (U) 
(cc) (U) 
(dd) (U) 
(ee) (U) 
(ff) (U) 
Aerial  Recon  Syst em 
(gg) (U) 
(REMEASS) 
(hh) (U) 
(ii) (U) 
Tactical  Fire  Control  System  Missile  Minder  (AN/TSQ-73) 
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  Intelligence  Dissemination  System  (JNIDS) 
Automated  SIGINT  Distribution  System  (ASDS) 
MICROFIX 
Defense  Intelligence  Technical  Forum  (DITFOR  III) 
Army  Spectrum  Management  (ASM) 
Joint  Tactical  Information  Distribution  System  (JTIDS) 
Automatic  Secure  Voice  Communications  (AUTOSEVOCOM  II) 
Tactical  Communications  Mission  Area  Analysis  Advisory 
Army  Tactical  Communications  System  (ATACS) 
MOHAWK  (0V-1D)  and  Associated  Sensor/Data  Link 
Stand-Off  Target  Acquisition  System  (SOTAS) 
Special  Electronic  Mission  Aircraft-X  (SEMA-X) 
Remotely  Piloted  Vehicle/Target  Acquisition  Designation 
(IPRV/TADARS) 
Remotely  Monitored  Battlefield  Surveillance  System 
Night  Vision  System  Counterfire  Radars  (AN/TPS-36  and  37) 
Intelligence,  Security,  and  Electronic  Warfare  Mission  Area 
Analysis  Study  Advisory  Group 
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(jj)  (U)  Test  Schedule  and  Review  Committee  (TSARC)  Five-Year  Test 
Mission  Essential  Need  Statements  (MEWS) 
REDTRAIN  Executive  Planning  Committee  (REPC) 
FORSCOM  Annual  OPFOR  Conference 
Required  Operational  Capability  (ROC)  Coordination 
Sensor  System  Integration 
Material  Acquisition  Resource  Committee  (MARC) 
Foreign  Military  Intelligence  Training  and  Special 
Congressional  Legislation:  Annual  Public  Laws  on  Security 
JCS/ARSTAF  Actions  on  Security  Assistance 
ADCSLOG  Security  Assistance  Policy  Meeting 
Total  Army  Analysis  (TAA-89) 
Joint  Surveillance,  Target  Acquisition,  and  Reconnaissance 
DCI  Foreign  Language  Training  Committee  (FLTC) 
MOBEX 
TROJAN  In  Process  Review  (IPR) 
Tactical  Intelligence  and  Related  Activities  (TIARA) 
'ication  Book  (CJB) 
(2)   (U)  Major  Projects 
(a)  (U)  Tactical  Intelligence  Readiness  Training  (REDTRAIN) 
1    (U)  The  REDTRAIN  Program  is  directed  by  the  ACSI  and  is  promulgated  by 
Plan  (FYTP) 
(kk) (U) 
(H) (U) 
(mm) (U) 
(nn) (U) 
(oo) (U) 
(PP) (U) 
(qq) (U) 
Projects 
(rr) (U) 
Assistance 
(ss) (U) 
(tt) (U) 
(uu) (U) 
(w) (U) 
System  (J-STARS) 
(ww) (U) 
(xx) (U) 
(yy) (U) 
(zz) (U) 
Congressional  Justif 
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AR  350-3.   It  is  aimed  primarily  at  maintaining  and  improving  the  technical  and 
foreign  language  skills  of  enlisted  intelligence  specialists  assigned  to  tac- 
tical intelligence  units.  The  objectives  of  the  program  are  to: 
(i)  (U)  Assist  the  tactical  commander  in  developing  proficient  tac- 
tical intelligence  personnel  to  support  combat  operations. 
(ii)  (U)  Assist  the  tactical  commander  in  developing  combat  infor- 
mation and  intelligence  to  support  operational  planning. 
(ill)  (U)  Contribute  to  the  satisfaction  of  Army  or  national  intelli- 
gence requirements. 
2  (U)  Direct  OACSI  involvement  in  the  program  was  lessened  somewhat 
during  the  year  by  placing  added  reliance  on  the  US  Army  Intelligence  and 
Security  Command  (INSCOM),  the  program  executive  manager,  for  the  day  to  day 
running  of  the  program.  This  resulted  from  INSCOM' s  increasing  expertise  in  the 
smooth  running  of  the  program  and  the  need  to  divide  the  OACSI  manager's  time 
between  REDTRAIN  and  other  priority  projects. 
3  (U)  During  the  year,  continued  expansion  of  the  program  evolved  in 
several  areas: 
(i)  (U)  The  Consolidated  Training  Facility  (CTF)  concept  was 
programmed  for  establishment  during  FY84-FY88.   CTF's  are  aimed  primarily  at  per- 
sonnel assigned  to  reserve  component  (RC)  military  intelligence  (MI)  units.  Nine 
CTF's  are  planned.  None  will  be  located  more  than  300  miles  from  any  RC  MI  unit, 
in  order  to  facilitate  weekend  access  by  individuals  and  units.   Each  CTF  will 
have  secure  training  areas  and  will  be  staffed  by  permanent  instructors.  Each 
will  also  be  furnished  with  typical  tactical  MI  collection  equipment  as  well  as 
training  materials,  devices,  and  simulators. 
(ii)  (U)  Planning  was  initiated  by  the  Reserve  Component  Personnel 
2-8 
UNCLASSIFIED
Administration  Center  (RCPAC),  in  conjunction  with  INSCOM,  to  bring  Individual 
Ready  Reservists  (IRR)  into  the  program  starting  In  FY83. 
^(iii)  (U)  One  TROJAN  facility  became  operational  at  Fort  Bragg,  NC, 
«nd,  after  initial  shakedown  and  hearability  determination,  Is  being  used  exten- 
sively for  the  live  environment  training  of  SIGINT  specialists,  both  active  and 
i   y 
reserve.  The  activation  date  of  the  TROJAN  facility  planned  for  Fort  Hood,  TX, 
was  postponed  several  times  by  the  diversion  of  engineering  resources  to  higher 
priority  projects.  Planning  continued  for  the  establishment  of  TROJAN  facilities 
in  Europe  and  the  Pacific,  as  well  as  expansion  of  the  program  within  FORSCOM. 
(iv)  (U)  A  language  center  was  opened  in  Munich,  Germany.  It  offers    « 
six-week  refresher  courses  for  up  to«  ■European-based  linguists  per  year  in      % 
mm    Additional  languages  may  be  added  to  the  curriculum    *~ 
should  the  need  develop. 
(v)  (U)  COMINT  and  ELINT  simulators  are  programmed  for  procurement 
and  distribution  to  units  and  training  centers  commencing  in  FY84  through  FY88. 
These  will  greatly  assist  tactical  SIGINT  specialists  in  duplicating  the  electro- 
magnetic environment  of  a  large  variety  of  foreign  military  forces. 
A  (U)  Over  M   Vtactical  Intelligence  specialists  (out  of  somea  W  took 
advantage  of  opportunities  for  Live  Environment  and  Special  Operational  Training 
(LET/SOT)  under  the  REDTRAIN  Program  during  the  year.  This  represents  an 
increase  of  overfl  ^personnel  compared  to  the  year  before, 
(b)  (U)  Specialty  Proponency 
1^  (U)  Draft  AR  600-1,  Specialty  Proponency,  transferred  proponency 
for  officer,  warrant  officer  and  enlisted  specialties  and  career  management 
fields  from  the  Army  Staff  to  service  schools.  The  change  was  effective  in 
October  1981  and  the  final  draft  regulation  published  in  Apri^*1982. 
2-9
tY 
2     (U)  The  designated  MI  Proponent  is  the  US  Army  Intelligence 
Center  and  School  and  the  role  of  OACSI  was  changed  to  Principal  Coordination 
Point  for  the  Army  Staff.  Proponent  agencies  are  responsible  for  gathering 
information,  identifying  and  prioritizing  issues,  formulating  alternatives, 
coordinating  actions  and  causing  change.  The  range  of  proponent  issues  inclu- 
f  .  f. 
des  force  structure,  personnel  acquisition,  training  and  education,  distribu- 
tion, unit  deployment  and  sustainment,  professional  development,  and 
separation.  Proponents  do  not,  however,  exercise  authority  over  individual 
personnel  management  decisions  normally  performed  by  the  US  Army  Military 
Personnel  Center.  OACSI,  as  the  Army  Staff  Principal  Coordination  Point, 
assists  the  proponent  agency  in  the  conduct  of  proponency  related  activities 
and  evaluates  proponent  recommendations  in  OACSI  related  areas  of  interest. 
(c)  (U)  Foreign  Language  Initiatives.  (U)  On  23  October  1980, 
the  Vice  Chief  of  Staff  was  briefed  on  initiatives  to  improve  the  manning  of 
linguist  positions,  specifically  those  in  intelligence.  One  initiative  trans- 
ferred the  Service  Program  Manager  function  from  0DCS0PS  to  OACSI.  As  a  result 
of  this  action,  OACSI  has  worked  on  the  implementation  of  the  following 
language  initiatives: 
.1   (U)  Proficiency  Pay  for  Linguists:  This  year  Congress  voted 
to  deny  an  Army  proposal  to  pay  $90-150  monthly  in  specialty  pay  to  some  11,700 
soldiers  in  understrength  technical  MOSs.  The  maximum  monthly  pay  of  $150  would     ® 
have  gone  to ■   ■intelligence  and  linguist  specialists.  The  pay  would  have 
been  limited  to  soldiers  who  held  a  primary  M0S  in  the  skill  and  who  were 
actually  serving  in  the  intelligence  or  linguist  MOS.  Although  denied  the  money 
in  FY  82,  efforts  will  continue  to  provide  monetary  incentives  for  maintenance 
of  critical  language  skills  in  the  upcoming  budget  process.  "~i*» 
-  J* 
2-10 
n  nrnrnuwi  m
2  (U)  Accompanied  Tours  for  Linguists  In  Korea:  Although  some 
locations  in  Korea  had  the  potential  for  a  with-dependents  tour,  previous  Army 
policy  required  unaccompanied  short  tours  in  Korea.  Thi6  caused  repetitive 
overseas  assignments  with  commensurate  family  turmoil.  It  also  left  little  time 
for  the  Korean  linguist  to  become  Intimately  familiar  with  the  in-country 
^issjoh.  Since  June  1981 M   Ringuists  have  been  assigned  to  Korea  on  two-year 
accompanied  tour6.  All  linguist  requirements  are  reviewed  individually  to        g s 
determine  the  suitability  of  designating  the  position  for  an  accompanied  tour. 
Soldiers  ordered  to  the  2d  Infantry  Division  continue  to  serve  unaccompanied 
tours . 
3  (U)  Contingency  Force  (Low  Density)  Language  Unit;  The 
Intelligence  and  Security  Command  (INSCOM)  developed  an  organization  and  opera- 
tional concept  for  a  low  density  language  unit  to  cover  Third  World  contingen- 
cies. The  concept  was  approved  by  ODCSOPS  on  25  February  1982  and  returned  to 
INSCOM  for  implementation  in  1st  quarter  FY  85.  The  unit  will  be  collocated 
with  the  513th  Ml  Group  at  Ft  Monmouth,  NJ. 
A  (U)  Multi-Source  Career  Development  Language  Training,  Civilian 
and  Government  Institutions,  CONUS  and  OCONUS;  This  initiative  was  developed 
to  take  full  advantage  of  the  wide  range  of  language  training  options  available 
through  other  federal  agencies  and  US  and  foreign  academic  institutions.  This 
initiative  has  been  partially  implemented  by  the  Defense  Language  Institute 
(DLI)  for  intermediate  and  advanced  language  training.  NCOs  are  authorized  to 
participate  in  the  program  when  it  has  been  determined  that  the  training  is  cost 
effective. 
5  (U)  Language  Proficiency  Sustalnment  Training  Packages  for 
Units:  This  initiative  originally  started  as  a  program  to  Support  US  Army  Forces 
Command  (FORSCOM)  units.  The  original  training  packages  have  been  substantially 
2-11 
ena^moili  tICC  nttlV  *  R
The  TROJAN 
revised  and  updated  by  DLI  for  distribution  to  all  Army  units.  Implementation 
of  fhis  initiative  is  ongoing.  Sustainment  training  packages  for  units  have 
been  produced  lid    Blanguages :  ■ 
m*  m  m  packages  are 
under  development .  **'  * 
Program    developed  to  providefl  |}to 
enhance  tactical  unit  training.  The  program  is  operational  at  Fort  Bragg  and  is 
scheduled  to  begin  operations  at  Fort  Hood  in  F783.  The  program  is  also  sche- 
duled to  start  in  the  US  Army  Europe  (DSAREDR)  during  FY83. 
7_   (0)  Reproduction  and.  Issue  of  Foreign  TV  Broadcast  Tapes;  In 
1981,  the  Army  requested  that  the  Defense  Intelligence  Agency  reproduce  TV  tapes 
recorded  by  Defense  Attache  offices  for  use  in  Army  unit  training  programs.  The 
distribution  has  been  expanded  to  Include  the  Defense  Language  Institute  (DLI) 
and  all  services.  The  first  tapes  in  the  German,  Russian,  Chinese  and  Czech 
languages  were  completed  in  September  and  October  1982. 
8_   (U)  San  Francisco  Training  Facility:  DLI  has  opened  a  tem- 
porary training  facility  at  the  Presidio  of  San  Francisco  to  provide  classroom 
space  for  an  increased  student  load.  The  facility  will  train  Army  students  in 
the  German,  Spanish  and  Korean  languages.  The  first  German  class  are  planned  to 
start  in  Oct  82.  DLI  will  continue  to  use  the  facility  through  FY  87  to  train  up 
to  400  students  per  year. 
9_   (U)  NCO  Language  Enhancement;  The  Defense  Foreign  Language 
Professional  Development  Program  was  developed  by  DLI.  The  program's  purpose  is 
to  further  develop  the  linguistic  6kills  of  the  service  NCOs  that  are  assigned 
S 
v 
2-12
to  DLI  as  language  trainers.  The  participating  NCOs  are  used  In  the  same  way  as 
civilian  universities  use  graduate  assistants.  Depending  on  their  language 
capabilities,  they  participate  in  the  instruction  process  by  Instructing  in 
grammar,  translation,  transcription  and  language  drills,  by  handling  language 
laboratories,  and  by  administering  tests.  The  NCOs  are  also  extensively 
•  y 
involved  in  student  tutoring,  counseling,  evaluation,  and  in  course  maintenance 
and  development  functions. 
10   (U)  Refresher  Training  in  Europe:  An  INSCOM/USAREUR  jointly 
developed  initiative  to  create  a  language  training  center  in  Munich,  Germany, 
received  HQDA  approval  In  May  82  for  implementation  in  first  quarter  FY83. 
INSCOM  provided^   ^military  andl|  Hcivilian  manpower  spaces  and  will  run  the 
center.  USAREUR  provided  six  civilian  spaces  and  a  commitment  to  provide 
funding  for  the  initial  facility  renovation.  The  center  will  provide  language 
refresher,  sustainment  and  maintenance  training  opportunities  for  up  tol 
linguists  per  year.  Training  will  be  conducted  by  contract-hire  native 
linguists  and  is  available  to  all  soldiers  assigned  to  European  tactical  and 
strategic  intelligence  units.  The  courses  will  be  up  to  six  weeks  in  duration 
thefl  V  languages .  The  A  Bpc lass  was 
planned  to  start  on  13  October  1982. 
(d)  Opposing  Force  (0PF0R)  Program 
±     (U)  The  0PF0R  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  program  are  to: 
(i)  (U)  Develop  an  appreciation  of  the  strengths  and  weaknesses 
of  the  doctrine,  tactics,  equipment,  and  organization  of  potential  military 
adversaries;  '.  ^. 
-  j* 
2-13 
% 
rem  flCDfiU^^^^MfY 
.   .      20
UNCLASSIFIED 
(ii)  (U)  Develop  a  sense  of  purpose  in  training  by  focusing  on 
potential  rather  than  fictional  adversaries; 
(iii)  (U)  Provide  realistic  training  through  operations  against  a 
numerically  superior,  non-cooperative  opposing  force  which  uses  the  tactics  and, 
when  possible,  the  equipment  of  potential  adversary  armed  forces; 
(iv)  (U)  Develop  unit  combined  arms  capabilities. 
2  (U)  There  were  two  significant  developments  in  the  OPFOR 
Program  during  FY82: 
(i)  (U)  The  activation,  equipping,  and  training  of  a  represen- 
tative OPFOR  motorized  rifle  regiment  at  the  National  Training  Center  (NTC), 
Fort  Irwin,  CA,  using  two  FORSCOM  battalions  -  a  mechanized  infantry  and  an 
armor  battalion. 
(ii)  (U)  The  establishment  of  a  biannual  $1.9  million  budget 
line  for  the  procurement  of  foreign  ammunition  used  in  OPFOR  weapons  familiari- 
zation training. 
3^  (U)  Revision  of  the  OPFOR  governing  AR  consumed  numerous 
manhours,  including  the  assistance  of  two  mobilization  designees  for  two  weeks 
each.  The  draft  AR  was  coordinated  twice  with  all  major  commands  and  Army  Staff 
agencies.  At  the  close  of  the  FY,  the  new  ODCSOPS  Director  of  Training,  BG 
Kirk,  requested  suspension  of  further  action  on  the  revision  of  the  AR  in  order 
to  consider  the  appropriateness  and  feasibility  of  new  initiatives  he  proposed 
for  strengthening  the  program. 
(e)  Foreign  Area  Officer  Specialty 
1      (U)  Responsibility  for  the  overseas  training  of  Foreign  Area 
Officers  (FAO)  was  transferred  to  ODCSOPS  in  order  to  consolidate  FAO  propo- 
nency  under  one  office.   In  conjunction  with  this  consolidation,  the  OACSI  FAO 
2-14 
UNCLASSIFIED.
UNCLASSIEIEQ 
Budget  Officer  position  was  also  transferred.  OACSI  retained  a  position  for  a 
FAO  training  officer  in  the  Professional  Development  Team  in  order  to  review 
Mi's  role  in  the  FAO  program. 
2  (U)  OACSI  participated  in  a  major  FAO  study  completed  in  July. 
The  study  group  addressed  FAO  requirements  of  the  future  and  developed  general 
proponent  guidance  for  FAO  management.  Ao  a  result  of  this  study,  a  series  of 
follow  on  studies  were  directed  to  evaluate  entry  requirements  for  FAO's  and  to 
provide  guidance  for  specific  training/education  required  to  award  regional 
ASI's  to  FAO's.   These  studies  involve  the  participation  of  OACSI,  US  Army 
Military  Personnel  Center  (MILPERCEN)  and  ODCSOPS,  with  the  last  acting  as  study 
director.   OACSI  chairs  committee  reviews  of  ASI  AE  (Russia/East  Europe)  and  ASI 
AM  (North  Asia). 
3  (U)  The  major  study  referred  to  above  is  entitled  FAO  ASI  Review 
by  Region  and  is  on  file  in  ODCSOPS,  Directorate  of  Security  Assistance 
(DAMO-SSA). 
(f)  (U)   Intelligence  Organization  and  Stationing  Study  (IOSS)  Relook 
1   (U)   In  June,  the  DCSOPS  tasked  OACSI  to  prepare  a  written 
report  for  the  VCSA  on  the  status  of  IOSS  Relook  activities.   On  18  June,  an 
IOSS  Relook  Subgroup  to  the  Army  Electronic  Warfare  and  Intelligence  Committee 
(AEWIC)  was  convened  by  Col  Worthington,  Chief,  DAMI-ISI,  to  review  the 
outstanding  recommendations  from  the  IOSS  Relook  Final  Report  dated  5  Sep  80. 
On  23  June,  the  results  of  the  Subgroup  were  briefed  to  and  approved  by  the 
AEWIC  Working  Group.   A  written  report  was  prepared  for  the  Chairman,  AEWIC, 
reporting  on  the  status  of  ongoing  actions  and  recommended  that  this  be  the 
final  formal  report.   It  was  planned  to  forward  the  final  report  to  the  VCSA  in 
early  Oct  82. 
2-15 
UNCLASSIEIEQ
UNCLASSIFIED. 
2   (U)  A  complete  IOSS  Relook  report,  along  with  status  reports  and  the 
final  report,  Is  maintained  by  ISI. 
(g)  (U)  Publication  of  Military  Intelligence  Force  Structure  Handbook 
During  August  and  September,  work  was  completed  on  a  Force  Structure  Handbook 
for  all  active  Army  MI  units  worldwide.   This  document  is  organized  first  by 
command  and  then  by  geographical  region  and  reflects  major  and  subordinate 
units,  their  location,  strength  figures,  UIC's  and  SR's.  The  document  serves  as 
a  ready  reference  guide  for  field  elements  as  well  as  a  planning  doctrine  for  DA 
staff  elements.  The  booklet  will  be  printed  and  distributed  in  early  FY  83. 
(h)  (U)   Intelligence  Threat  and  Analysis  Center  Consolidation 
1  (U)   On  22  January  1982,  Commander,  U*  Army  Intelligence  and 
Security  Command  (INSCOM)  requested  assistance  in  obtaining  necessary  approval 
to  consolidate  the  Intelligence  Threat  and  Analysis  Center  (ITAC)  in  a  new  addi- 
tion to  the  Central  Intelligence  Agency  (CIA)  planned  for  Building  213, 
Washington  Navy  Yard  Annex,  Washington  DC.   The  CIA  offered  50,000  square  feet 
of  space  for  $6M  (later  amended  to  $AM.) 
2  (U)  All  necessary  coordination  was  completed  and  Office  of  the 
Secretary  of  the  Army  approval  was  obtained  on  9  August  1982.   On  17  August 
1982,  Congress  was  notified  of  the  Army's  intent  to  consolidate  ITAC.   On  14 
September  1982,  the  Office  of  the  Secretary  of  Defense  approved  the 
reprogramming  of  $4M  in  military  construction  funds  for  this  project,  pending 
Congressional  authority.  On  21  September  1982,  Congressional  authority  for  the 
reprogramming  was  formaHy  requested.   Discussions  were  subsequently  held  with 
staff  representatives  of  the  House  Permanent  Select  Committee  on  Intelligence, 
the  House  Appropriations  Committee  and  the  Senate  Appropriations  Committee. 
2-16 
UNCLASSIFIED.
UNCLASSIFIED. 
3  (U)  At  the  end  of  the  fiscal  year,  Congressional  authority  for 
the  reprogramming  was  pending. 
4^  (U)  The  following  documents  pertaining  to  this  project  are  on 
file  in  DAMI-ISI: 
(i)   (U)  Decision  Memorandum,  dated  3  August  1982,  subject: 
Intelligence  Threat  Analysis  Center  Consolidation. 
(ii)   (U)  Letter,  US  Senate  Committee  on  Appropriations,  dated 
30  September  1982. 
(iii)  (U)  Letter,  House  of  Representatives  Committee  on 
Appropriations,  dated  1  October  1982. 
(iv)  (U)  Letter,  House  of  Representatives  Permanent  Select 
Committee  on  Intelligence  dated  1  October  1982. 
(i)   (U)  Tactical  Intelligence  Conference 
1      (U)  On  21  and  22  July  1982,  the  ACSI  sponsored  and  USAICS 
hosted  a  Tactical  Intelligence  Conference  at  Fort  Huachuca  attended  by  represen- 
tatives of  most  active  component  divisions  and  corps.   The  conference  was  called 
to  bring  field  experience  to  USAICS  to  be  captured  and  promulgated  as  doctrine 
for  tactical  MI  units. 
2_  (U)  Five  specific  topics  were  addressed: 
(i)  (U)  Collection  management. 
(Ii)  (U)  The  All-Source  Intelligence  Center, 
(iii)  (U)  Intelligence  Electronic  Warfare  (IEW)  operations, 
(iv)  (U)  Collection  management  for  joint  and  combined  operation 
(v)  (U)  Intelligence  support  to  operations  security  (OPSEC) . 
2-17 
UNCLASSIFIED. 
9.1
UNCLASSIFIED 
3_  (U)  One  of  the  most  interesting  aspects  of  the  conference  as  it 
progressed  was  the  determination  that  most  units  have  arrived  at  the  same 
general  practices  for  performing  their  tasks.   Therefore,  arriving  at  consensus 
doctrinal  positions  vas  not  nearly  as  difficult  as  anticipated.  Acceptance  of 
intelligence  preparation  of  the  battlefield  (IPB)  as  the  foundation  for  tactical 
intelligence  planning,  the  composition  and  organization  of  Tactical  Operations 
Center  (TOC)  support  elements,  and  collection  management  practices  are  examples 
of  these  concensus  positions.   Intelligence  support  to  OPSEC  and  delineation  of 
traditional  counterintelligence  (CI)  functions  were  the  most  contentious  topics 
raised  and  will  require  considerable  additional  discussion  and  development 
before  agreed  doctrine  is  available.  Tr.p   conference  produced  significant 
material  for  USAICS  to  incorporate  in  the  IEW  operations  capstone  manual,  FM 
34-1.   Distribution  of  the  coordinating  draft  of  the  manual  was  scheduled  for 
early  in  FY  83  to  solicit  further  comments  from  the  field, 
(j)   (U)  All  Source  Analysis  System  (ASAS) 
1^  (U)  The  ASAS  program  will  develop  and  acquire  for  the  Army 
badly  needed  automation  support  for  acquisition,  processing,  analysis,  and 
dissemination  of  intelligence  and  target  data  in  support  of  the  tactical  com- 
mander.  ASAS  is  envisioned  not  only  as  automated  support  to  processing  and  ana- 
lysis, but  also  as  part  of  the  Army  concept  for  automation  support  to  command 
and  control,  known  as  Command  Control  Subordinate  Systems. 
2      (U)   In  June  82,  the  Required  Operational  Capability  (ROC)  for 
the  ASAS  was  modified  through  the  publication  of  an  annex  phasing  the  ROC 
requirements  according  to  intelligence  needs  and  assumed  technological  capabili- 
ties.  The  phasing  annex  was  the  result  of  the  perceived  inability  of  the  Army 
to  build  the  proposed  system  in  a  single  developmental  effort. 
2-18 
UNCLASSIFIED
3  Jj^  In  July  82,  the  Under  Secretary  of  the  Amy  formed  a 
Special  Task  Force  under  the  direction  of  BG  Mason  *o  4evelop1 
5  U0T  *&   of  the  end  of  FY  82,  tblSM  Waas   awaiting  a 
decision  by  the  Chief  of  Staff  to  approve  a  management  acquisition  strategy  for 
e  Under  Secretary  of  the  Army 
proposed 
[Classified  by  OACSI,  Declassify  OADR) 
(k)  (U)  AN/TYC-39  Automatic  Message  Switching 
1_  (U)  The  AN/TYC-39  message  switch  accepts,  processes,  stores, 
delivers  and  accounts  for  message  traffic  at  Corps  and  above  echelons  for  Army 
tactical  units.  It  i6  part  of  the  TRITAC  architecture. 
2  (U)  The  switch  has  been  developed  with  the  dual  capability  of 
handling  two  types  of  communications  messages  — ■  "R"  handles  normal  message 
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)  "Y"  capability  mode  has  been  denied  certification  by  the 
-y 
Defense  Intelligence  Agency  (DIA)  who  has  the  accrediting  <aut$$rity  for  Defense 
2-19
UNCLASSIFIED 
Special  Security  Communications  System  (DSSCS)  terminals.   DIA  requested  DSSCS 
routing  indicators  and  reference  material  to  include  the  joint  operating 
requirement  prior  to  DIA's  certifying  the  "Y"  mode. 
A   (U)   DAMI-ISI  provided  a  non-encompassing  list  of  Army  tactica]  units 
and  their  subordinate  elements  as  requested  by  DIA.   DIA  is  awaiting  reply  from 
TRITAC  on  Joint  Operating  Requirements  and  other  reference  material  before 
final  accreditation  is  given.   It  is  expected  that  the  switch  will  be  fielded  in 
March  1983. 
(1)  (U)  Saudi  Arabian  Joint  Intelligence  School  (JIS) 
1  (U)   The  JIS,  started  in  July  1980,  continues  to  operate. 
2  (U)  The  US  Technical  Assistance  Field  Team  CTAFT) ,  consisting 
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)   No  major  problems  were  encountered  and  the  outlook  is  for 
the  above  courses  to  continue  with  US  assistance  in  the  near  term. 
(m)  (U)  MI  Branch  Functional  Review 
1_  (U)  Under  the  provisions  of  Draft  AR  600-1,  Specialty 
Proponency,  the  Army  DCSPER  chairs  functional  reviews  of  issues  relating  to  the 
various  branches.   The  first  MI  Functional  Review  was  conducted  on  23  September 
1982  to  review  issues  related  to  MI  authorizations,  projected  resources  and  ini- 
tiatives under  study  by  the  proponent  agency.  Key  personnel  in  attendance 
included  the  DCSPER,  ACSI,  and  INSCOM  and  USAICS  Commanders. 
2   (U)   22  major  issues  were  identified  during  the  review,  each 
requiring  action  by  the  proponent  or  a  specified  agency  or  element  of  the 
2-20 
UNCLASSIFIED
UNCLASSIFIED 
ARSTAF.   The  proponent  announced  three  major  actions  that  would  address  many  of 
the  issues: 
(i)  (U)   Detailed  review  and  revision  of  authorization  documents 
in  conjunction  with  major  commands; 
(ii)  (U)  A  complete  enlisted  career  management  field  review  by 
the  proponent  to  identify  doctrinal  structure,  training  and  career  management 
deficiencies ; 
(ill)  (U)  Development  of  a  training  strategy  to  implement  a  plan 
for  a  single  accession  specialty  for  military  intelligence  officers. 
(n)  (U)  Dynamic  Planning  System  (Hewlett  Packard  Project)   (U)   The 
division  began  an  effort  to  develop  an  automated  management  system  using  a 
Hewlett  Packard  desktop  computer.   The  data  base  design  is  continuing 
and  special  applications  programs  are  under  development  to  allow  OACSI  personnel 
to  track  intelligence  requirements,  which  are  generated  by  numerous  Army  and 
Department  of  Defense  (DOD)  plans,  and  the  resources  necessary  to  satisfy  those 
requirements.   The  current  displays  allow  planners  to  depict  sensor  data 
(equipment)  and  to  evaluate  the  impacts  on  the  intelligence  community's  ability 
to  satisfy  requirements  of  adding  or  deleting  equipment. 
(o)  (U)  "Improving  the  Analytical  Processing  and  Interpretation  of 
Intelligence:  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  (Off,  WO  &  EP)  which  will  use  the  concepts  and  principles  learned  in  the 
2-21 
UNCLASSIEIED.
initial  study  effort.  ACSI,  ARI  and  USAICS  have  signed  a  Memorandum  of 
Understanding  (MOU)  to  support  this  effort.  The  contract  was  let  aa  30 
September  1982  with  LOGICON,  Inc. 
2^  (U)  The  following  documents  pertaining  to  this  project  are  on 
file  in  DAMI-ISI: 
(i)   (U)  Initial  Study  Report  (IMTIA)  dated  5  Jan  82. 
(ii)   (U)   INTACT  MOU  dated  5  Aug  82. 
(iii)   (U)  LOGICON,  Inc.,  contract, 
(p)  (U)  POD  Strategic  Debriefing  and  Interrogation  Course  (DSDIC) 
1_  (U)  The  Defense  Intelligence  Agency  (DIA)  validated  a  require- 
ment for  an  advanced  debriefing  and  interrogation  course.   All  Services  stated  a 
need  for  such  training.   The  US  Army  was  designated  as  Executive  Agent  for  this 
training  to  be  conducted  at  the  US  Army  Intelligence  Center  and  School  (USAICS), 
Fort  Huachuca,  A2.  The  Director  of  DIA  and  the  various  Service  Intelligence 
Chiefs  signed  a  Memorandum  of  Agreement  which  committed  each  Service  to  provide 
support  for  the  development  and  teaching  of  this  course.   Course  development  is 
currently  under  way  and  the  first  class  is  scheduled  for  Aug  83. 
2     (U)  The  following  documents  pertaining  to  this  project  are  on 
file  in  DAMI-ISI: 
(i)  (U)  Memorandum  for  Director  of  Army  Staff  from  Under 
Secretary  of  Defense  dated  18  Mar  82  (designates  Army  as  Executive  Agent). 
(ii)  (U)  DOD  Strategic  Debriefing  and  Interrogation  Training 
Course  Memorandum  of  Agreement  dated  3  Sep  82. 
4-   (U)  Signals  Intelligence  (SIGINT)  Division  (DAMI-ISS) 
a.  Overview 
S 
The  primary  emphasis  of  the  SIGINT  Division  during  FY  82  was  split 
2-22 
THIS  p*&& 
UNCLASSIFIED  29
Project  TROJAN  con- 
tinued to  gain  momentum  in  the  effort  to  provide  aj 
for  training  purposes.  Other  programs  served  to  insure  that  maximum  advantage 
/  was  taken  of ' 
Due  to  the  short  term  suspense  nature  of  this 
requirement,  the  existing  Army  command  and  control  structure,  and  the  resources 
available,  the  SIGINT  Division  assumed  the  project  lead.  Involvement  in  this 
operational  action  resulted  in' 
fThe  signifi- 
cance of  the  impact  of  the  doctrinal  changes  has  yet  to  be  fully  evaluated  or 
appreciated,  but  it  is  clear  that  the  coming  year  will  see  some  major  changes  in 
the  conduct  of  Army  intelligence  missions.' 
2-23
V 
Plans  call  for  the  size  of 
this  team  and  the  scope  of  its  responsibilities  to  grow  within  OAC&I  to 
reflect  the  increasing  importance  of  this  area  of  intelligence. 
'  Jb.'  (U)  Major  Organizational  Changes.   SIGINT  Division  personnel  changes 
during  the  year  Included  COL  Harold  A.  Grainger,  the  Division  Chief,  who  left  in 
July  and  was  replaced  by  COL  Frank  Zachar.   Action  officer  gains  were  MAJ  Robert 
R.  Murfin  (June)  and  LTC  Werner  0.  Unzelmann  (April).  Action  officer  losses 
were  LTC  James  M.  Babich  (February),  LTC  James  W.  Pardew  (July)  and  MAJ  Peter  G. 
Kucera  (July).  Emilia  Feliciano  leftin  March  and  was  replaced  by  Vicki  Bishop 
(May).   Elizabeth  Smith  arrived  in  February  as  Policy  and  Requirements  secre- 
tary. 
Key  Personnel : 
Colonel  Frank  Zachar,  Chief,  SIGINT  Division  (3  Aug  82) 
Mr.  Philip  E.  Lavigne,  Chief,  Policy  and  Requirements  Team  (21  Jan  80) 
LTC  Michael  M.  Quinlan,  Chief,  CCP  Management  Team  (17  Dec  80) 
LTC  Robert  E.  Resch,  Chief,  Military  Support  Team,  (7  Aug  80) 
Ms.  Liane  Lindsey  Williams,  Chief,  Electro-Optics  Team  (Uun  81) 
c.  (U)   NARRATIVE  OF  ACTIVITIES. 
(1)  (U)  The  Signals  Intelligence  Division  performed  throughout  the  year 
those  functions  assigned  by  OACSI  Regulation  10-4. 
(2)  (U)  Policy  and  Collection  Requirements  Team. 
(a)  (U)  Continuing  Functions. 
1_  (U)  The  Team  served  as  the  Department  of  the  Army  focal 
point  for  Signals  Intelligence  policy,  plans,  programs  and  operations.  It  also
X. 
participated  in  Army  and  intelligence  community  sponsored  6tudies  which  support 
the  development  of  new  systems  or  capabilities,  and  represented  the  Army  at  DCI 
level  committee  meetings  and  forums.  Additionally,  the  Team  was  responsible  for 
'  an  initiative  to  develop  a  tactical  intelligence  exchange  relationship  with  the 
Egyptian  Army* 
y     ' 
' 
.  2  Jb)  The  Team  provided  Army  membership  on  the| 
Team  also  provided  the  Army  members  of \ 
'is  a  permanent  subcommittee  under  the  DCI 
responsible  for  receipt,  approval,  and  subsequent  generation  of 
intelligence  guidance  in  response  to  tasks' 
[continually  monitors  requirements  and  provides1 
(b)  (U)  Major  Projects. 
2-25
te   committee  member  also  participated  in  a  formal  Assessment  of 
Br  The  results 
this  effort  were  tofl  B*ln         The 
f  ■  . 
assessment  conclusion  wa6  that  the  system  is  responsive  and  requires  no  major 
revisions.  Recommendations  for  improvement  included! 
2  (U)  Army  Regulation  381-3  (Signals  Intelligence).  A  revised 
AR  381-3  was  fully  coordinated  and  formally  published  in  January.  The  regula- 
tion prescribes  DA  policy,  responsibilities,  and  staff  management  relationships 
for  Army  Signals  Intelligence.   It  also  delineates  procedures  for  submission  of 
SIGINT  requirements  and  describes  methods  for  interface  with  the  US  SIGINT 
System  (USSS). 
3  (U)  United  States-Egypt  Tactical  Intelligence  Defense 
Exchange  Program  (TIDEP).  Efforts  to  establish  a  US-Egypt  TIDEP,  authorized  in 
1981  by  the  Army  Vice  Chief  of  Staff,  continued  in  1982.  MG  Ismail  Shawkey, 
Director  of  Electronics  Warfare,  Egyptian  Armed  forces,  visited  the  US  during 
the  period  25  January  -  28  February  1982  on  a  "self-initiated"  basis.  MS 
Shawkey' s  visit  was  coordinated  by  MAJ  Kucera  of  the  Policy  and  Requirements 
Team.  MAJ  Kucera  and  COL  Paul  Crawley,  USDAO,  Egypt,  escorted  MG  Shawkey* s 
party  of  five  officer  during  visits  of  US  military  installations  and  contractor 
facilities  to  learn  about  Army  IEW  architecture,  see  a  CEWI  Bn/Gp,  and  receive 
briefings  on  selected  EW  and  tactical  SIGINT  systems  and  equipment.  A  "type" 
Memorandum  of  Agreement  (MOA)  for  a  US-Egypt  TIDEP  was  forwarded  in  March  1982 
by  MG  William  Odom,  Assistant  Chief  of  Staff  for  Intelligence^to  the  Egyptian 
Minister  of  Defense  for  consideration.  International  events  have  precluded 
2-26
negotiation  of  the  MOA  during  the  remainder  of  1982,  and  this  matter  will  be 
pursued  in  1983. 
ATj 
requirements  integration  containing  safeguards  against  the  drawbacks  listed 
above,  fl  Vf  ailed  to  reach  agreement  on  acceptable  formats,  the 
Intelligence  Community  Staff  Chaired  meetings  to  resolve  the  issue.  The 
resulting  format  was  approved  for  a  one  year  test  at  a  Military  Intelligence 
meeting  in         In       it  matches^ 
but  contains  a  subfield  permitting  retrieval  offlj  ^items  at  a 
lower  classification.  If  successful,  the  new  format  will  solve  a  longstanding 
requirements  issue  and  should  improve  overall^  ^response  to  vali- 
dated operational  needs. 
was 
formed  in  June  1981  in  response  to  an  Intelligence  Community  Staff  requirement 
to  examine^ 
2-27
The  working  group  met  with 
tatives  at  various  locations  to  explain  details  of  the  projected 
questions  concerning  the  impact  of  the  upgrades  on  personnel  and  materiel 
resources.  The  final  report  was 'completed  in  July  following  full  coordination 
the  centers  concerned^  f    The  general 
sions  reached  were  that  the  main  impacts  would  fall  in  the  personnel  area, 
especially  in  the  quality  of  analysts  which  will  be  required  by^  p 
B  The  projected        ^increases  would  also 
additional  numbers  of f^f  ^positions,  already  short  of  the 
number  needed  to  handle^       ^collection.  The  report ^Kt^/f  approach 
were  highly  praised  by (|  9 management  and  analytical  personnel  as 
the  first  in-depth  effort  to  attempt  to  anticipate  future  resource  needs,  and 
for  providing  the  field  an  advance  look  at* 
sufficient  detail  to  support  realistic  programming  on  their  part. 
6  (U)  The  National  ELINT  Plan  (NEP).  In  November  1981,  the 
Director,  NSA,  published  a  National  ELINT  Plan  (NEP-1)  and  sent  it  to  Congress 
in  response  to  an  earlier  congressional  request  for  such  a  plan.  In  their  for- 
mal comments  on  KEP-1,  DIA  and  the  Services  concurred  that  the  document  had 
meri^  as  an  initial  attempt  to  satisfy  congressional  concerns,  but  that  it  also 
had  a  number  of  shortcomings  requiring  attention.  Due  to  the  controversy  over 
NEP-1  it  was  not  distributed  beyond  the  national  agency/service  level.  In 
December  1981,  the  SECDEF  directed  that  NSA  chair  an  interagency  working  group 
to  develop  another,  more  specific  and  fully  coordinated  plan.  The  working  group 
began  deliberations  in  February  1982,  successfully  drafting  IBP-2  which  was 
approved  and  distributed  in  September  1982.  The  consensus  NEP-2  met  Army  objec- 
2-28 
Jj&0&
tions  to  Its  predecessor  by  providing  expanded  coverage  of  the  operational  ELINT 
architecture,  and  highlighting  measures  required  to  fill  capability  gaps  against 
projected  threats.   NEP-2  also  established  a  senior  level,  annual  ELINT  program 
conference.  This  conference  will  review  the  NEP  for  currency,  plus  take  a 
cross-program  look  at  the  overall  status  of  ELINT  in  Baking  progress  toward  a 
set  of management  objectives  agreed  to  in  the  plan.  The  NEP  should  prove  useful 
as  a  baseline  plan  outlining  fundamental  problems  and  actions  needed  to  solve 
them,  thus  providing  a  source  of  support  for  remedial  program  and  policy 
actions . 
7^^fl  W  The  team 
the  added  responsibility  of  programming  and  budgeting  for  the|        IP 
The  pri- 
KIT     * 
fao  date .military  construction  funds  have  been  approved  for  a( 
„=,__ _«—  The 
major  remaining  programming  issue  is  the  identification  o^|  ff  spa- 
ces for  transfer  to  theVHHHHHHRHIBHHV'  The  Office 
Secretary  of  Defense  is  expected  to  resolve  this  issue  prior  to  the  FY  84 
program/budget  cycle. 
(3)  (U)  The  Consolidated  Cryptologic  Program  (CCP)  Management  Team 
(a)  (U)  The  CCP  Management  Team  continued  to  provide  Army  Staff  level 
representation  to  the  Program  Manager  of  the  CCP  for  the  purple  of  program 
development,  budget  formulation,  budget  justification,  program  and  budget 
2-3 
3G
defense,  and  ensuring  that  Army  interests  are  adequately  addressed. 
(b)  (U)  Through  FY  82,  the  team  was  responsible  for  the  European  Command 
(EUCOM)  and  Atlantic  Command  (LANTCOM)  decision  units  of  the  Genera'l  Defense 
Intelligence  Program  (GDIP),  to  include  preparation  of  the  proposed  program    <$>, 
budget  in  capabilities  based  format,  submission  to  the  Program  Manager  (D1A),     fjL 
defense  of  the  budget  during  Director  of  Central  Intelligence  (DCI)  and  Office 
of  Management  and  Budget  (OMB)  reviews,  and  preparation  of  supporting  materials 
for  inclusion  in  the  GDIP  Congressional  Budget  Justification  Book  (CBJB).  In  FY 
1983,  FI  will  assume  this  responsibility. 
(c)  C^)  For  F*  1982,  the  Army  requested 
%. 
\ 
(d)  il1)  For  FY  1983,  the  Army  projects  a  requirement  for 
which  reflects  pay  raises  ojfl     Band  the  cost  of  maintenance  for 
Army  requirements  were  adequately  met  in  the  FY  84-88' 
provided^     pbnd^  ^ manpower  spaces  for  FY  84. 
(CLASSIFIED  BY  DCI  Memo  on  22  Dec  81,  Declassify  on  OADR) 
(f)  (U)  The  current  method  of  programming  and  budgeting  is  creating  dif- 
ficulties within  the  Army.  The  lack  of  agreement  between  the  resources 
reflected  in  the  Program  Decision  Memorandum  (PDM)  and  the  budget  as  it  is  pre- 
sented to  the  Director  of  Central  Intelligence  (DCI)  and  Office  of  Management 
and  Budget  (OMB)  is  not  a  minor  concern;  the  PDM  as  adjusted,  is  the  basis  for 
the  October  Program  and  Budget  Guidance  (PBG).  Thi6  is  the  MACOM's  control  for 
submission  of  the  Program  Analysis  and  Resource  Review  (PARR)  and  facilitates 
the  transition  among  the  program  budget  and  execution.  Since^he  Army's 
resource  levels  for  Program  3  -  Intelligence  and  the  resource  levels  for  the 
2-30
—  x. 
Army  within  Intelligence  Community  Channels  will  Agree  only  for  the  January  Five^P 
Year.  Defense  Program  (FYDP)  and  PBG,  there  will  be  an  Inaccurate  starting  point 
for  the  forecast  of  next  year '6  expenditures  in  budget  detall^wblcTPmust  be 
.completely  redone  at  Program  Budget  Decision  (PBD)  time.  An^iven  greater 
,-lproblem  is  created  for  manpower,, . Upon  notification  of  the  manpower  levels  con- 
tained in  the  FDM,  the  commands  are  required  to  make  changes  to  tb,felr  manpower 
documents.  The  documents  then  feed  the  requisition  system,  the  training  base 
system,  and  the  recruiting  system.  -Since  no  program  decisions  have  been  made, 
the  process  is  Inaccurate,  and,  when  it  is  redone  after  a  decision  is  made,  the 
Army  NFIP  community  is  six  months  behind  the  rest  of  the  Army  in  trying  to  fill 
its  required  positions  or,  conversely,  people  may  already  be  on  their  way  to  (or 
training  for)  a  position  which  no  longer  exists. 
(4)  (U)  THE  ELECTRO-OPTICS  TEAM. 
(a)  Jm*J  CONTINUING  FUNCTIONS:  During  FY  82  the] 
\
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I^xj   Deleted  wider  exemption (s) 
£6C5.52JbliU 
with  no  aegregable  Material  available  for  release  to  you. 
I"*"*!   Information  pertained  only  to  a  third  party  with  no  reference  to  you 
or  the  subject  of  your  request. 
I  I   Information  pertained  only  to  a  third  party.  Tour  name  is  listed  in 
the  title  only. 
I"  I   Documents  originated  with  another/other  Government  agency(ies).  These 
documents  were  referred  to  that/those  agency (les)  for  review  and 
direct  response  to  you. 
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advised  as  to  the  releasability  of  this  information  following  our 
consultation  with  the  other  agency. 
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(5)  (U)  MILITARY  SUPPORT  TEAM- 
(a)  &yW  W Based  on  the  training  deficiencies  docu- 
aented' 
pactions  continued  to 
iaplenent  projects  to  correct  the  deficiencies.  The  nost  important  of  these  are 
(b)  (U)  Additional  major  actions  are  detailed  in  the  compartmented 
annex . 
5.   (U)  Human  Intelligence  (HUMINT)  Division  (DAMI-ISH) 
a.  An  Overview  of  FY  1982 
(1)  (U)  Army  HUMINT  action  officers  used  meetings,  briefings,  and 
information  papers  to  maintain  close  contact  with  Congressional  staffers, 
Office  of  Management  and  Budget  (OMB),  the  Office  of  the  Secretary  of  Defense 
(OSD),  and  the  Intelligence  Community  (IC)  Staff.  Action  officers  also 
visited  operational  units  worldwide,  and  attended  conferences  and  training 
courses. 
2-33 
_  3*
1982  shoved  that  the  Army  will  have  to  reassess  certain  aspects 
"program  vas  defended  throughout  FY  1982  bj 
and  INSCOM  but  was  eventually  cut  by  Congressional 
Authorization  Committees.  The  design  for  an  improve* 
was  conceived  and  approved  by  the  ACSI  and  Commander,  INSCOM. 
(3)  JflmmlBfTTY   1982  Army^J  ^increased 
slightly  over  FY  1983.  Total  obligating  authority  decreased  slightly.  As 
presently  programmed ,|                   ^a  better  rate  of  growth  in  FY 
1983  and  1984. 
(4)  (U)  A  review  of  HUMINT  resources  follows: 
FY  80   FY  81   FY  82    FY  83     FY  84 
ACTUAL  ACTUAL  ACTUAL  ESTIMATE  ESTIMATE 
*  Total  Obligation  Authority 
(Classified  by  DIAM  58-11,  declassify  on:  OADR) 
2-34 
s
b.  MAJOR  ORGANIZATIONAL  CHANGES 
( 1 )  ( U )   Organizational  Changes : 
(a)  (U)  To  promote  continuity,  the  military  Program  Budget 
Officer  position  was  converted  to  a  civilian  Budget  Analyst  position. 
(b)  (U)  To  fill  a  military  action  officer  shortage,  a  civilian 
Intelligence  Operations  Specialist  position  was  converted  to  a  military  HUMINT 
Staff  Officer  position. 
(c)  (U)  The  E5  Administrative  Specialist  position  was  upgraded 
to  an  E6  Senior  Intelligence  Editor/Analyst. 
(2)  (U)  The  HUMINT  Division  turned  over  50  percent  of  its  personnel 
in  FY  1982.   On  6  July  1982,  Colonel  B-.  L.  Lane  became  the  Chief  of  the  divi- 
sion.  He  came  from  an  assignment  at  Fort  Huachuca,  Arizona.   Colonel  Lane 
succeeded  Colonel  Thomas  J.  Kennedy,  Jr.  who  was  selected  to  attend  the 
National  War  College  at  Fort  McNair,  Washington,  D.C. 
(a)   (U)   Other  personnel  losses: 
1^  (U)  LTC  Carl  Jordan  became  the  Director  of  Resources 
Management  at  the  US  Army  Intelligence  Center  and  School  at  Fort  Huachuca, 
Arizona. 
2  (U)  LTC  Stephen  Alpern  became  the  US  Army  Attache  in 
Thailand. 
3  (U)  Major  Dennis  O'Keefe  went  to  an  assignment  in  the 
Office  of  the  Director  of  the  Army  Staff. 
4  (U)  Mr.  Don  Foss  became  the  Chief  of  the  Collection 
Management  Division,  INSCOM  ADCSOPS  HUMINT  at  Fort  Meade,  Maryland. 
5  (U)  Mr.  Otto  Scholz  retired. 
2-35 
!       f/ IRED 
UNCIASSIRE
jpuBjT 
6   (U)   SSG  Alvin  Walker  left  for  ROTC  duty  at  the  University   "^ 
of  Sout^  Carolina,  Harper  College  In  Columbia,  South  Carolina. 
(b)   (U)   Other  personnel  gains  and  their  previous  assignments: 
1   (U)   LTC  Carlos  Salinas  -  the  J2  Directorate,  US  Southern 
Command,  Quarry  Heights,  Panama. 
_  -  '  2   (U)  Mr.  Gerd  Haber  -  ODCSI,  USCOB  in  Berlin.  , 
3  (U)  Major  Jerry  Fox  -  the  Defense  Language  School  in 
Monterey,  California. 
4  (U)  Mr.  Craig  Miller  -  the  Resources  Management  Office, 
Military  District  of  Washington  in  Washington,  D.C. 
5  (U)  SSG  Ronald  Lambert  -  the  OACSI  Watch  Team. 
6  (U)   SSG  Pat  Reddic  -  the  OACSI. 
c   (U)   NARRATIVE  OF  ACTIVITIES 
(1)  (U)  Continuing  Functions: 
(a)  (U)  Foreign  Materiel  Acquisition: 
1     ytfmmmm   During  FY  1982,  DAMI-ISH  acquired  the  following 
(b)  (U)  Attache  briefings  -  the  HUMINT  Division  >rief ed  approxi- 
mately 55  Army  and  Assistant  Army  Attaches  on  aspects  of  Amy IffcjMINT  intelli- 
gence collection  regulations- 
2-36 
\
Zj00&K 
(c)  (U)  The  division  continued  to  be  the  Army  Genera]  Staff  point  ^ 
of  contact  for  biographic  sketches  on  foreign  military  and  civilian  personnel. 
2.   (U)  Major  Projects: 
<a> 
*> 
\ 
lThe  redesigned  program  requires  a  total  off   f  new  spaces.  When  fully 
operational,  It  Is  expected  to  providel 
It  is  designed  to 
iction  officers  provided  numerous  briefings  on  the  project. 
By  the  end  of  FY  1982,  it  was  realized  that  certain  aspects^      I  must  be 
reassessed.  ^^^ 
levelopment  is 
behind  schedule;  there  have  been  technical  difficulties  and  test  results  have 
not  been  accept -able.  A  FY  1982  Congressional  production  hold  contributed  to 
the  project  being  off  schedule. 
2-37 
spmefOf
\ 
were  prepared  and  distributed.   Briefings  were  given  to  Congressional  staf 
fers,  the  Director  of  NSA  and  OMB,  DCI,  and  DIA  personnel,  etc.   In  the  end, 
the  program  was  cut  from  the  NFIP  by  a  Congressional  Authorizations  Committee. 
(d)  (U)  Strategic  Debriefer  and  Interrogator  Training  Course  - 
HUMINT  action  officers  participated  in  a  DIA  study  which  identified  the  need 
for  a  joint  DOD  advanced  debriefing  and  interrogation  training  course.   As  a 
result,  the  US  Army  Intelligence  Center  and  School  at  Fort  Huachuca,  Arizona 
will  offer  the  course  beginning  in  FY  1983.   The  Department  of  the  Army  will 
be  executive  agent  for  this  training.  The  program  will  be  monitored  by  the 
Chief,  Intelligence  Career  Development  Program  Division  of  DIA   Course  length 
is  expected  to  be  six  weeks.  Approximately  90  students  will  be  trained 
annually. 
6.   (U)  Imagery  Intelligence  (DAMI-ISP) 
a.  (U)  Overview  of  FY  82.  Imagery  Intelligence  (IMINT)  Division  con- 
tinued to  manage  the  Army's  imagery,  meteorology  and  topography  activities. 
The  division's  name  will  change  in  the  near  future  to  reflect_t*e  increased 
% 
% 
\ 
2-38
UNCLASSIFIED 
role  in  weather  and  terrain  support  to  the  Array.   The  division  continued  to 
provide  primary  Army  representation  throughout  the  DCI's  Committee  on  Imagery 
Reconnaissance  and  Exploitation  (COMIREX)  structure. 
b.  (U)   Major  Organizational  Changes.   Imagery  Intelligence  Division  had 
a  large  personnel  turnover  during  FY  82.   COL  Thomas  J.  Hogan,  Division  Chief, 
was  replaced  by  COL  Howard  J.  Floyd  on  26  July  1982.   Mr.  Gerald  A.  Smaldone, 
Army  Imagery  Collection  Officer,  was  replaced  by  Mr.  Michael  D.  O'Byrne  on  29 
March;  LTC  Warren  D.  Cornell,  Strategic.  Imagery  Officer,  was  replaced  by  LTC 
Bruce  M.  Leonard  on  3  May;  LTC  Herbert  M.  Tuttle,  National/Tactical  Interface 
Officer,  was  replaced  by  MAJ  Gary  L.  Brewer  on  15  July  and  Mr.  Herbert  A-  Tax, 
Meteorologist,  was  replaced  by  Mr.  David  M.  Lueck  on  22  August.   LTC  Rufus  J. 
Partain,  Tactical  Imagery  Officer,  departed  in  December  1981  without  a  repla- 
cement.  Ms.  Emilia  Feliciano,  Secretary,  departed  on  15  June  and  was  replaced 
by  Ms.  Linda  Erickson  on  22  November  1982.   No  changes  were  made  in  the  orga- 
nizational structure. 
c.  (U)   Narrative  of  Activities  -  Continuing  Functions.   The  Imagery 
Intelligence  Division  continued  to  perform  functions  as  assigned  by  OACSI 
Regulation  10-4.   Specific  accomplishments  within  ongoing  functional  areas 
included: 
(1)  (U)  DAMI-ISP  provided  primary  Army  representation  to  the  COMIREX 
(Committee  on  Imagery  Reconnaissance  and  Exploitation)  and  its  subordinate  orga- 
nizations.  The  COMIREX  has  been  functioning  as  the  intelligence  community's 
forum  for  discussion  and  establishment  of  national  imagery  reconnaissance 
collection  and  production  requirements  and  priorities.   COMIREX  has  four  major 
subcommittees;  Mapping,  Charting  and  Geodesy  (MC&G);  Imagery  Planning  (IPS); 
Operations  (0PSC0M)  and  Exploitation  Research  &  Development  (EXRAND) .   DAMI-ISP 
2-39 
UNCLASSIFIED
UNCLASSIFIED 
provided  the  Army  representative  to  each  of  these  subcommittees.   During  FY  82, 
the  following  personnel  filled  the  various  COMIREX  billets: 
COMIREX 
Army  Principal  Member 
Army  Alternate  Member  (Primary) 
(Secondary) 
MC&G  Subcommittee 
Army  Principal  Member 
Army  Alternate  Member 
Imagery  Planning  Subcommittee 
Army  Principal  Member 
Army  Alternate  Member 
COL  Thomas  J.  Hogan 
COL  Howard  J.  Floyd  (Jul  82) 
LTC  Bruce  M.  Leonard 
MR  Michael  D.  01 Byrne 
LTC  Roger  M.  Ryan 
MAJ  Robert  F.  Kirby 
LTC  Bruce  M.  Leonard 
MR  Robert  H.  Crittenden 
Exploitation  Research  &  Development  Subcommittee 
Army  Principal  Member 
Army  Alternate  Member 
Army  Observers 
Operations  Subcommittee 
Army  Principal  Member 
Army  Alternate  Member 
MR  Michael  D.  0' Byrne 
MR  Frank  Carmody  (IIPD) 
MR  Walt  Boge  (ETL) 
DR  Bernard  Chasnov  (ASPO) 
MR  Joe  Varnadore  (IIPD) 
MR  Michael  D.  0' Byrne 
MR  James  R.  Fay  (INSCOM) 
(2)  (U)  AR  34-1  assigns  DAMI-ISP  as  the  Army  Action  Agent  for  three 
International  Military  Standardization  working  groups  involving  imagery  and 
2-40 
UNCLASSIFIED
UNCLASSIFIED 
reconnaissance;  the  NATO  Imagery  Reconnaissance  and  Interpretation  Working  Party 
(IRIWP),  the  ASCC  Working  Party  52  (Aerial  Reconnaissance)  and  the  ASCC  Working 
Party  101  (Imagery  Interpretation).   During  FY  82,  DAMI-ISP  was  able  to  increase 
its  participation  in  these  areas  and  provided  an  Army  member  for  the  US 
Delegation  to  the  July  1982  IRIWP  in  Brussels.  Future  participation  at  these 
vital  International  meetings  Is  planned,  but  active  attendance  will  be  driven  by 
travel  fund  availability.   During  the  FY,  12  STANAGs ,  one  National  Statement  and 
two  Allied  Publications  were  reviewed  for  the  Army  by  DAMI-ISP.   Eight 
Compliance  Checks  were  also  completed.   The  most  significant  effort  was  in  the 
area  of  imagery  request/report  format  standardization  where  DAMI-ISP  provided 
major  input  to  the  consolidation  of  NATO  and  US  automated  message  formats  and 
where  DAMI-ISP  sponsored  the  addition  of  the  NATO  RECCEXREP  (Reconnaissance 
Exploitation  Report)  to  DIAM  57-5. 
(3)  (U)  DAMI-ISP  participated  in  a  significant  updating  of  CONUS 
mapping  requirements  during  the  annual  submission  of  Army  Mapping,  Charting, 
and  Geodesy  production  priorities  to  the  Defense  Mapping  Agency.  A  zero-based 
assessment  and  survey  of  all  requirements  was  completed  by  subordinate  com- 
mands and  refined  at  OACSI  to  reduce  many  requirements  and  mapping  efforts 
toward  priority  operational  plans  and  major  training  areas.   DAMI-ISP  backed  a 
TRADOC  requirement  for  continued  funding  of  the  Quick  Response  Multicolor 
Printer  (QRMP).  DAMI-ISP  directed  DARCOM  to  prepare  the  Army  Evaluation  Plan 
for  the  DMA  Prototype  Digital  Terrain  Analysis  Data  Base.   The  Plan  was  for- 
warded to  DMA  in  September.  The  Engineer  Topographic  Laboratories  (DARCOM 
Agent)  and  the  Engineer  School  (TRADOC  Agent)  began  the  evaluation  as  the  ini- 
tial phase  of  the  Digital  Topographic  Support  System  (DTSS)  development. 
2-41 
UMCLACCIFIE0
(4)  (U)  As  the  control  focal  point  for  management  of  Army  meteorologi- 
cal activities,  the  DAMI-ISP/ACSI  Staff  Meteorologist  briefed  the  Under 
Secretary  of  the  Army  on  management  and  manning  for  Army  meteorological  acti- 
vities.  In  June  1982,  the  Under  Secretary  directed  ACSI  to  submit  a  plan  to 
improve  the  management  of  these  activities.  Development  of  the  plan  continued 
through  the  balance  of  the  fiscal  year.  The  plan  Includes  a  proposal  to 
establish  an  office  within  HQ,  TRADOC,  to  manage  meteorological  support  and 
also  included  an  RDT&E/procurement  plan.  The  plan  will  be  briefed  to  the  Vice 
Chief  of  Staff  of  the  Army  for  approval  in  early  FY  83. 
(5)  jjn   DAM1-TSP  was  designated  the  OACSI  office  of  primary  respon- 
sibility fori 
(6)  (U)  DAMI-ISP  provided  OACSI  representation  for  the  Army's  Tactical 
Exploitation  of  National  Capabilities  (TENCAP)  program.  For  additional  infor- 
mation on  this  topic,  see  the  ISP  Compartmented  Supplement  to  this  report. 
2-42
(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  HUM1NT)  to  the  Joint  Staff  and  DOD.  Duties  required  daily  liaison 
visits  to  the  Joint  Chiefs  of  Staff  (JCS)  Joint  Reconnaissance  Center  (JRC)  and 
monthly  briefings  for  the  Army  Staff  Principals  (CSA,  VCSA,  DCSOPS,  ACSI).  This 
briefing  was  later  given  to  the  Joint  Chiefs  assembled  prior ^to  being  briefed 
for  approval  at  the  White  House.  *  ^ 
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or 
PACES      TO
7.   (U)  Office  of  Intelligence  Strategy  and  Plans  (DAMI-IS-OSP) 
a.  JfrQOverview  of  FY  82.  The  Long  Range  Planning  Office  was  retitled 
Office  of  Intelligence  Strategy  and  Plans  (OSP)  in  1982.  This  change  reflects 
more  accurately  the  organization's  involvement  in  DOD,  Joint  and  Army  strategy 
and  plans-   Major  programs  in  1982  included! 
b.   (U)  Organizational  Changes.  Lieutenant  Colonel  James  W.  Pardew 
2-45
assumed  leadership  of  the  office  in  July  1982-   Action  officers  at  the  end  of 
FY  82  were  Major  Darrell  W  Daugherty,   Major  Richard  L.  Layton  and  Major 
"Wayne  M  Hall.   The  secretary  during  much  of  the  year  was  Ms-  Linda  Ericson. 
c.   (U)   Significant  Activities. 
'  ,      (1)   (U)  The  Office  of  Intelligence  Strategy  and  Plans  performed 
functions  assigned  by  OACSI  Regulation  10-4. 
(2)   (U)  Major  projects  and  continuing  functions  for  FY  82  are  listed 
below. 
(a)  (U)  The  revised  Army  Intelligence  Management  Plan  (AIMP)  was 
distributed  for  coordination  in  December  1982.   The  AIMP  is  designed  to  be  a 
comprehensive  management  tool  which  sets  forth  the  Army's  intelligence 
mission,  describes  the  Army  Intelligence  System  (AIS),  establishes  goals,  and 
ranks  Army  intelligence  requirements.  As  an  umbrella  plan,  it  provides  a  fra- 
mework for  development  and  implementation  of  other  intelligence  plans  and 
architectures.   As  an  extended  planning  annex,  OSP  also  prepared  the 
Intelligence  Long  Range  Plan. 
(b) 
V 
%
(d)  (U)  OSP  is  the  focal  point  for  OACSI  participation  in  the 
Joint  Strategic  Planning  System  (JSPS).  As  Such,  OSP  develops  intelligence 
input  for  the  full  range  of  JSPS  documents. 
(e)  (U)  OSP  continued  as  the  HQDA  lead  for  Army  input  coordination 
for  the  DOD  Plan  for  Intelligence  Support  to  Operational  Commanders.   The  DOD 
Plan  is  the  umbrella  planning  document  throughout  DOD  which  brings  together 
the  Services  and  Defense  Agencies  tactical  intelligence  planning  efforts  and 
focus-es  on  bringing  about  improvements  to  the  entire  range  of  tactical 
intelligence  capabilities  in  the  field.   The  DOD  Plan  is  annually  produced  and 
represents  a  continuous  planning  process  which  occurs  throughout  the  year. 
(f)  (U)  OSP  served  as  HQDA  lead  for  Army  coordination  of  the 
Defense  Intelligence  Plan  (DIP).   The  DIP  is  a  major  document  addressing  DOD 
assets  contained  in  the  National  Foreign  Intelligence  Program  (NFIP) .   It  is  a 
companion  planning  document  to  the  DOD  Plan  for  Intelligence  Support  to 
Operational  Commanders . 
2-47
UNCLASSIFIED 
(g)  (U)  OSP  served  as  OACSI  point  of  contact  fcr  the  Intelligence 
Management  Coordinating  Group  (IMCG).   This  group,  composed  of  genera]  officers 
from  all  the  Services  and  designated  Defense  Agencies,  meets  monthly  with  the 
Deputy  Assistant  Secretary  of  Defense  (Intelligence)  to  exchange  information  on 
major  developments  impacting  on  DOD  intelligence  capabilities. 
(h)  (U)  OSP  has  the  OACSI  lead  for  the  Defense  Guidance  (DG).  The 
DG  is  the  single  document  upon  which  the  defense  strategy  for  the  five  year 
defense  plan  is  put  forth. 
(i)  (U)  Other  significant  activities  include  representing  OACSI  on 
the  Strategic  Requirements  2000  Study;  review  of  intelligence  aspects  of  con- 
tingency plans;  participation  in  ODCSRDA  Long  Range  Plan;  and  participation  on 
the  intelligence  working  group  of  the  Nuclear  Weapons  Employment  Acquisition 
Master  Plan  (NWEAMP). 
2-48 
UNCLASSIFIED
SECTION  3 
COUNTERINTELLIGENCE  AND  SECURITY  (U) 
1.  (U)  AN  OVERVIEW  OF  FY  1982.   Administratively,  the  Counterintelligence 
Directorate  is  divided  into  two  separate  divisions  with  the  responsibilities 
split  between  Counterintell igence/OPSEC  and  Security  activities.   Although  they 
operate  as  separate  elements,  their  functions  and  responsibilities  are  closely 
related  and  they  harmoniously  combine  to  form  an  efficient  and  effective  direc- 
torate.  The  Director's  Staff  was  expanded  during  FY  1982  with  the  incorporation 
of  word  processing  equipment  and  two  operators,  Ms.  Debbie  Brown  and  Ms.  Susan 
Thomas.   In  addition,  a  new  position,  Directorate  Executive  Officer,  was  created 
and  filled  by  CPT  Dennis  M.  Barletta. 
a-  (U)   Security  Division.   The  primary  functional  responsibility  of  the 
Security  Division  is  to  keep  current  and  publish  security  policy  in  the  various 
sub-disciplines,  i.e.,  Information,  Personnel,  Sensitive  Compartmented 
Information  (SCI),  and  Foreign  Disclosure.   The  Security  Review  and  Freedom  of 
Information  mission  provides  a  security  service  essentially  to  the  Army  staff 
and  the  public.   During  FY  82  major  Army  programs  and  related  regulations  have 
been  revised  or  are  in  the  final  stages  of  preparation  for  publication.   Numbers 
of  actions  processed  this  FY  have  increased  substantially  in  all  sections  of  the 
Division.   The  trend  is  expected  to  continue.   Shortfalls  have  developed  in  one 
section  and  will  spread  to  other  sections  unless  there  is  an  increase  in  man- 
power. 
3-1 
5G
UNCLASSIFIED 
b.  (U)  Counterlntcl  1  igence/Opcrations  Security  Divi.sion  (OPSEC).   The  primary 
functional  responsibility  of  the  Counterintelligence/  Operations  Security 
Division  is  to  keep  current  and  publish  policy  regarding  the  US  Army 
Intelligence  Activities,  Foreign  Counterintelligence  Program,  Automation 
Security,  Communications  Security,  Operations  Security  and  Counterterrorism. 
During  FY  82,  several  major  Army  program  and  related  regulations  have  been 
revised  or  are  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  con- 
tinue.  Shortfalls  have  developed  in  the  OPSEC  support  area  and  will  impact  on 
other  aspects  of  division  operations  unless  there  is  an  increase  in  manpower. 
2.  MAJOR  ORGANIZATION  CHANGES. 
a.  (U)  Security  Division. 
(1)  (U)  Mr.  Ronald  Morgan,  Personnel  Security  Specialist,  transferred  to 
the  Department  of  the  Navy  in  May  1982.   His  position  was  filled  in  June  1982  by 
Mr.  Walter  Mestre,  who  was  formerly  assigned  to  the  SCI  policy  function. 
(2)  (U)  Colonel  Henry  Peterson  joined  the  branch  on  27  October  1981 
filling  the  position  vacated  by  LTC  John  C.  McCaffrey  who  departed  during 
August . 
(3)  (U)  There  were  no  mission  or  structural  changes  during  this  fiscal 
year  in  Security  Review. 
(A)  (U)  Key  personnel  and  dates  of  inct  .bency  are: 
(a)  (U)  Mr.  George  Bromwell,  21  Jan  79  -  Present 
(b)  (U)  Mr.  Jean-Michel  L-  Dittmann,  1  Nov  81  -  Present 
(c)  (U)  Mrs.  Elaine  Bowers,  9  Nov  81  -  Present 
3-2 
UNCLASSIFIED. 
0  4
UNCLASSIFIED 
(d)  (U)   Ms-  Francis  Mc Cowan  transferred  from  the  Command  Security 
Office  of  INSCOM  and  assumed  duties  as  a  staff  action  officer  in  the  SCI 
Policy  element  on  26  Sept  82. 
b.   (U)  Counterintelligence/OPSEC  Division: 
1.   (U)   During  the  past  FY,  this  division  was  expanded  from  a  team 
size  element  to  become  DAMI-CIC.   CIC  expanded  its  functional  scope  with 
transfer  of  responsibility  for  the  Army  Automation  Security  Program  (AASP) 
from  the  Automation  Management  Office  to  CI.   Four  spaces  and  four  individuals 
were  transferred  with  the  function.   This  structural  change  consolidated  all 
the  ACSI  security  function  in  one  directorate.   Since  automation  security 
issues  involve  communications  security  (COMSEC),  electro-magnetic  security 
(EMSEC),  and  personnel  security,  the  relocation  of  the  automation  security 
team  to  CI  facilitates  management  and  coordination  among  these  disciplines. 
2.  (U)  The  position  of  Division  Chief  has  been  vacant  since  the 
departure  of  Mr.  Henry  Strecker  in  July  1982.  In  the  interim,  LTC  Peter 
Vinett,  newly  assigned  to  CIC,  has  served  as  acting  chief  since  June  82. 
3.  (U)   Other  incoming  personnel  were  as  follows: 
(a)  (U)  LTC  Michael  Hemovich,  Special  Operations,  April  1982. 
(b)  (U)  MAJ  Richard  Armstrong,  Operational  Security,  June  1982. 
(c)  (U)  MAJ  Preston  Funkhouser,  Counterterrorism,  September  1982. 
(d)  (U)  MAJ  James  Simmons,  Signals  Security,  May  1982. 
(e)  (U)  SFC  Robert  Greenwood,  Signals  Security,  June  1982. 
(f)  (U)  Ms.  Udine  Coletta,  Budget  Analyst,  March  1982. 
3-3 
UNCLASSIFIED
UNCLASSIFIED, 
3.   (U)   Security  Division: 
a.   (U)  Continuing  Functions. 
(1)   (U)   Security  Education.   During  this  year,  Mr.  Joseph  Grau,  the 
Security  Division's  security  education  specialist,  made  staff  visits  to  Army 
major  commands  and  activities,  reviewing  and  evaluating  security  education 
programs  and  providing  on-6ite  advice  and  assistance.   He  also  gave  presen- 
tations on  security  education  at  security  managers'  conferences  held  by  U.S. 
Army  Europe,  U.S.  Army  Communications  Command,  and  U.S.  Army  Training  and 
Doctrine  Command,  and  at  the  annual  meeting  of  the  National  Classification 
Management  Society.   During  the  year,  the  security  education  specialist  par- 
ticipated actively  in  the  efforts  of  the  DCI  Security  Committee's  Security 
Awareness  Working  Group  (now  upgraded  to  a  subcommittee),  on  which  he  is  the 
Army  member.   He  developed  a  format  which  was  adopted  for  the  latest  edition 
of  the  subcommittee's  catalog  of  audio-visual  materials,  and  was  the  leader  of 
a  task  group  formed  to  develop  a  concept  for  a  security  education  handbook. 
(2)  (U)  Personnel  assigned  to  the  Security  Review  section  of  the 
Security  Division  processed  over  10,190  requests  for  security  review.   This 
figure  represents  a  decrease  of  410  or  1.04  percent  over  the  last  fiscal  year. 
The  requests  entailed  the  reading  of  approximately  105,680  pages  of  material,  an 
increase  of  23,380  pages,  to  insure  proper  classification  prior  to  being 
released  to  Congress  and/or  the  public. 
(3)  (U)  Foreign  Disclosure  Actions-  The  Foreign  Disclosure  section 
processed  57  requests  for  exceptions  to  the  National  Disclosure  Policy.  The 
section  also  completed  3,292  actions  consisting  of  approval/denial  of: 
3-4 
UNCLASSIEIEDL
UNCLASSIFIED 
(a)  (U)  Classified  visits  requests:   1,955  (total  personnel  or 
visits:   10,948). 
(b)  (U)  Accreditation  approvals  for  Foreign  Nationals:   337 
(Accreditations  were  made  to  891  commands). 
(c)  (U)  Munition  export  license  requests  approved/denied: 
234. 
(d)  (U)  Approval/denial  of  classified  documents  requested  by 
Foreign  Nationals:   2,460. 
(e)  (U)  Classified  release  of  briefings,  special  documents,  other 
agency  release  requests:   487. 
(f)  (U)  Telephonic  inquiries  relating  to  interpretation  of  disclo- 
sure regulations,  advice  on  disclosure  actions,  and  oral  disclosure 
determinations:   6,600. 
(4)  (U)  Personnel  Security  Actions.  Mr.  Joseph  Pell,  Personnel 
Security  Specialist,  participated  in  the  following: 
(a)  (U)  A  F0RSC0M  conference  which  considered  the  centralization 
of  procedures  for  processing  of  Personnel  Security  actions. 
(b)  (U)  A  presentation  on  the  Army's  policy  in  Personnel  Security 
at  the  U.S.  Army  Communications  Command's  command  and  security  conference. 
(c)  (U)  A  visit  to  the  U.S.  Army  Intelligence  Center  and  School, 
Fort  Huachuca,  for  discussions  on  Personnel  Security  Policy. 
(d)  (U)  The  Investigative  Standards  Working  Group  which  has  been 
redesignated  as  the  Personnel  Security  Sub-committee  of  the  DCI  Security 
Committee  (SECOM).  Through  this  Sub-committee,  coordination  and  participation 
with  other  national  level  agencies,  in  the  DCI's  recurring  Adjudicator  Seminar, 
continued. 
3-5 
UNCLASSIFIED.
UNCLASSIFIED 
(e)  (U)  Personnel  Security  Policy  oversight  of  the  U.S.  Army 
Central  Personnel  Security  Clearance  Facility  (CCF). 
(f)  (U)  The  U.S.  Army  Board  for  the  correction  of  Military  Records 
(ABCMR),  as  a  member. 
(5)  (U)  Army  Policy  Regarding  Use  and  Protection  of  Sensitive 
Compartmented  Information  (SCI).  The  revision  and  combining  of  all  Army  regula- 
tions concerned  with  the  security  of  SCI,  initiated  in  FY  81,  continued  in  FY 
82.   Following  development  of  an  initial  draft  by  the  SCI  Policy  element  and 
informal  staffing  with  DA  SSO's,  the  draft  was  forwarded  to  the  MACOM's  and  DA 
Staff  activities  for  formal  coordination.  All  responses  were  received  by  1  Aug 
82  and  the  draft  is  now  entering  t*--e  formal  editorial  process. 
(6)  (U)  Oversight  of  DA  Special  Security  Office  (SSO)  Activities.  A 
major  continuing  function  of  the  SCI  Policy  element  is  oversight  of  the  DA  SSO 
system.  This  Includes  the  U.S.  Army  Special  Security  Group  which  provides  all 
SSO  detachments  for  each  echelon  above  corps  and  the  tactical  SSO's  at  division 
and  corps.  The  SCI  Policy  section  coordinated  DA  responses  to  a  DIA  finding  of 
unsatisfactory  security  conditions  during  an  inspection  of  the  2ID  tactical  SSO 
in  Korea.  The  objectionable  conditions  were  corrected  and  significant  progress 
was  made  in  improving  overall  SSO  operations  in  the  division. 
(7)  (U)  Freedom  of  Information  and  Privacy  Act  Actions.  The  Freedom 
of  Information/Privacy  section  processed  97  requests  and  in  excess  of  300 
related  actions  as  a  part  of  its  mission  under  the  Freedom  of  Information  and 
Privacy  Acts.   In  the  area  of  appeal  actions,  the  Department  of  Army  Information 
Security  Committee,  as  authority  for  the  review  of  classified  information  with- 
held from  the  mandatory  public  disclosure  provisions  of  the  Freedom  of 
Information  Act  pursuant  to  5  U.S.C.  (b)  (1),  and  processed  jl  petitions 
3-6 
UNCLASSlfitU
UNCLASSIFIED. 
referred  to  the  Committee  by  the  Office  of  the  General  Counsel,  HQDA.   The 
denial  criteria  under  E.O.  12356  and  AR  380-5,  Department  of  Army  Information 
Security  Program,  were  upheld  in  three  routine  cases  and  six  complex  cases  and 
partial  release  was  recommended  in  one  case,  with  one  pending. 
t*.    (U)  Major  Projects. 
a.  (U)  Three  Army  security  regulations  were  revised  and  distributed  to  the 
field.  AR  380-5,  DA  Information  Security  Program  Regulation,  is  in  the  final 
stages  of  preparation  to  supplement  the  new  Executive  Order  12356  and  DOD 
5200. 1-R. 
(1)  (U)  In  September,  the  DASD  (Mgt  Sys)  formed  a  task  group  to  review 
all  DOD  Component  forms  used  in  administerine  the  Information  Security  Program 
and,  where  possible,  develop  consolidated  DOD  forms  to  replace  them.   Mr.  Joseph 
Grau  was  the  Army  member. 
(2)  (U)  Mr.  Carl  Bjorkman  of  the  Information  Security  section  par- 
ticipated in  the  inter-departmental  group  formed  by  the  Director,  Defense 
Investigative  Service  at  the  direction  of  the  Deputy  Under  Secretary  of  Defense 
(Policy)  to  study  the  advisability  and  feasibility  of  opening  Office  of 
Industrial  Security  offices  in  the  middle  and  far  east.  The  group  agreed  that 
offices  should  be  established  in  Tokyo  and  Cairo  because  of  their  volume  of 
industrial  security  contracts  plus  logistical  and  other  administrative  con- 
siderations. Mr.  Bjorkman  continued  to  provide  membership  to  the  permanent  DCI 
Unauthorized  Disclosure  Investigative  Sub-committee. 
b.  (U)  In  December  1981,  the  ACSI  proposed  establishment  on  the  Army  Staff  of 
an  office  to  be  responsible  for  technology  transfer.   This  was  in  response  to  a 
growing  need  to  ensure  that  technologies  critical  to  U.S.  military  weapons  and 
weapons  development  are  controlled  and  protected  in  Army  international  programs. 
3-7 
UNCLASSIFIED
UNCLASSIFIED!; 
There  was  staff  agreement  on  the  validity  of  the  requirement  and  in  November 
1982,  at  a  General  Officer  meeting  called  by  the  Director  of  Management,  it  was 
decided  to  assign  the  staff  responsibility  for  Technology  Transfer  to  the 
ODCSLOG . 
(1)  (U)  Mr.  Joseph  Grau  was  the  Army  Member  of  a  National  Disclosure 
Policy  Committee  Security  Survey  Team  for  the  survey  of  the  Governments  of 
Australia,  New  Zealand  and  Singapore.  Purpose  of  the  survey  was  to  ascertain  if 
the  governments  provided  equal  or  equivalent  protection  to  U.S.  classified 
material  in  their  possession  as  that  provided  by  the  U.S. 
(2)  (U)  The  Foreign  Disclosure  section  coordinated  the  reciprocal  security 
surveys  of  the  U.S.  conducted  by  the  Governments  of  Sweden  and  Colombia,  pro- 
vided necessary  transportation,  interpreters,  escorts,  and  arranged  visits  to 
U.S.  Army  major  commands. 
(3)  (U)  The  ACSI  terminal  for  the  Foreign  Disclosure  Technical  Information 
System  was  installed  in  the  Foreign  Disclosure  section  in  August  1982.  The 
equipment  consists  of  a  crypto  system,  terminal,  and  printer. 
c  (U)  Mr.  Joseph  Pell  participated  in  a  four-month  DOD  Select  Panel. 
Purpose  of  the  panel  was  to  improve  the  timeliness  and  quality  of  Defense 
Investigative  Service  Security  Investigations.  The  Panel  made  thirty  recommen- 
dations for  improvement  of  the  DOD  Personnel  Security  Program  (PSP). 
d.  (U)  Mr.  Joseph  Pell,  coordinated  the  loan  of  MI  Agent  personnel  to  DIS  in 
support  of  their  efforts  to  decrease  the  back-log  and  length  of  security 
investigations  case  completion  time. 
e.  (U)  Mr.  Joseph  Pell  was  appointed  the  OACSI  Point  of  Contact  with  the 
House  Appropriations  Committee  (HAC)  Surveys  and  Investigations  Team  in  their 
investigation  of  DIS  activities  and  operations. 
3-8 
UNCLASSIFIED
f.  (U)  Mr.  Joseph  Pell  participated  as  a  member  of  a  DUSD(P)  sponsored  com- 
mittee which  resulted  in  a  change  in  policy  concerning  the  granting  of  security 
clearances  to  Immigrant  aliens.   Based  on  the  committee's  recommendations, 
policy  has  been  implemented  specifying  that  only  in  rare  circumstances  shall  a 
non-U. S.  citizen  be  granted  access  to  classified  information. 
g>,  (V)   Personnel  Security  Specialists  are  preparing  to  implement  a  new  DOD 
personnel  security  policy  for  Individuals  (civilians,  military,  contractors)  who 
are  cleared  for  acce66  to  Sensitive  Compartmented  Information  (SCI).  This 
policy  authorizes  the  conduct  of  polygraph  examinations,  on  a  periodic  basis  at 
any  time  after  their  initial  clearance,  on  those  individuals  cleared  for  access 
to  SCI.  Examinations  will  consist  of  counterintelligence  type  questions. 
h.  (U)  Development  of  new  standards,  procedures,  and  manuals  relating  to  SCI 
security  at  national  and  DOD  levels. 
(1)  Cp^The  major  projects  of  the  SCI  policy  element  were  principally 
concerned  with 
\ 
% 
% 
MAJ  William  H.  Poage, 
SCI  Policy  section  represented  the  Army  on: 
(a)  The  Compartmentation  Sub-committee  of  the  DCI's  Security 
Committee  which  drafted  and  revised  the  overall  manual  for  national  SCI 
security.  This  product  was  issued  in  June  1982  as  the  "Security  Policy 
Manual  for  SCI  Control  System,". 
(b)  SCI  Non-disclosure  Agreement. 
(2)  (U)  In  accordance  with  this  DOD  directive,  the  SCI  Policy  element 
established  policy  and  procedures  for  use  of  this  agreement  by  all  Army  person- 
nel with  SCI  access  by  March  1983.  This  program  began  in  March  1982  under  the 
direction  of  USASSG.  Agreements  are  required  to  be  held  for  •?&  years  and 
3-9
UNCLASSIFIED, 
following  processing  by  SSG  are  transferred  to  INSCOM's  Investigative  Records 
Repository  for  permanent  retention. 
i.  (U)  In  the  area  of  special  actions,  2900  pages  of  very  sensitive 
classified  reports  pertaining  to  the  BDC  Litigation  were  processed,  sanitized, 
and  released  to  the  plaintiffs. 
(1)  (U)  We  continued  our  support  to  the  Office  of  Special  Investigations, 
Department  of  Justice,  in  their  search  for  alleged  Nazi  War  Criminals  residing 
in  the  U.S. 
(2)  (U)  In  conjunction  with  the  Army  Board  for  the  Correction  of  Military 
Records  (ABCMR)  and  the  Office  of  the  Chief  of  Legislative  Liaison  (OCLL) ,  two 
special  actions  were  completed  for  the  Secretary  of  the  Army. 
(3)  (U)  Efforts  are  underway  to  transfer  the  functions  pertaining  to  the 
Special  Project  Team  (Litigations)  to  DAMI-CIS(L). 
5.  (U)  Counterintelligence/OPSEC  Division . 
a.  (U)  AR  381-10,  US  Army  Intelligence  Activities.  A  major  effort  during  FY 
1982  was  the  drafting,  coordination,  and  publication  of  a  new  Army  regulation, 
AR  381-10,  US  Army  Intelligence  Activities,  dated  15  February  1982.   This  regu- 
lation prescribes  Army  policy  governing  the  conduct  of  intelligence  activities, 
including  electronic  surveillance,  by  DA  Intelligence  Components  that  affect 
U.S.  Persons,  and  DOD  52A0.1-R,  Procedures  Governing  the  Activities  of  DOD 
Intelligence  Components  that  Affect  U.S.   Persons.   The  DOD  directive  and  regu- 
lation implemented  Executive  Order  12036,  United  States  Intelligence  Activities. 
AR  381-10  also  incorporated  in  a  single  regulation  Army  policy  governing 
electronic  surveillance  for  intelligence  purposes.   The  publication  of  AR 
381-10,  further  clarified  the  demise  of  the  single  Army-wide  policy  previously 
known  as  WIMEA  (Wiretap,  Investigative  Monitoring  and  Eavesdrop  Activities), 
3-10 
UNCLAooii-itU
V 
which  had  been  under  the  monitorship  of  OACSI.  Two  distinct  regulations  now 
% 
govern  electronic  surveillance:   AR  381-10  prescribes  guidelines  for  electronic 
surveillance  for  intelligence  purposes,  and  AR  190-53  governs  similar  activities 
for  law  enforcement  purposes. 
b.  UfiFD/NSC-9.     Presidential  Directive/National  Security  Council.   A  revi- 
sion' of  the  Army  implementation  of  Presidential  Directive /National  Security 
Council-9  (PD/NSC-9),  which  governs  the  activities  o£J 
ras  accomplished  during  FY  1982.  The  Army  guidance 
is  founded  upon  the  Presidential  Directive,  signed  in  1977,  and  accompanying 
Attorney  General  Guidelines,  published  shortly  thereafter.  The  new  implemen- 
tation took  greater  cognizance  cfl 
c.  (U)  Terrorism.   During  the  year,  both  the  quantity  and  quality  of 
terrorist  initiatives,  as  evidenced  by  attacks  against  major  headquarters  and 
high  ranking  officers,  have  escalated  to  a  level  that  indicates  the  United 
States  is  now  confronted  with  a  threat  to  the  safety  and  security  of  its 
interests  that  far  exceeds  such  challenges  In  the  past.  As  anti-US  terrorist 
activity  has  escalated,  so  have  the  demands  on  OACSI  for  terrorist  threat 
assessments.   Whenever  a  member  of  the  HQDA  staff  or  secretariat  plans  an  over- 
seas trip,  DAMI-CIC  is  tasked  to  provide  a  current  terrorist  threat  assessment 
covering  the  area  of  travel.  DAMI-CIC  provided  DA  staff  supervision  and  coor- 
dination in  connection  with  this  mission.   To  more  adequately  perform  this 
responsibility,  in  September  1982  a  dedicated  officer's  space  was  assigned  to 
DAMI-CIC  for  staff  oversight  of  terrorist  matters  on  a  full  .time  basis. 
_  JR 
%
d.  (U)  CI  Support  to  OPSECT^Counter Intelligence  (CI)  Support  to  Army  OPSEC 
Programs  has  continued  to  have  a  high  priority  during  the  past  year<*»  Emphasis 
of  the  CI  support  to  OPSEC  has  continued  to  use  a  multidisciplined  approach  in 
countering  all  threat  collection  systems.   In  addition  to  providing  direct  sup- 
port to  US  Army  activities,  operations,  and  units,  CI  served  an  increasing 
demand  in  advice  and  assistance  to  defense  contractors  for  OPSEC.  This 
increased  awareness  will  certainly  prevent  loss  of  sensitive  information. 
Emphasis  on  CI  support  to  RDT&E  activities  will  continue  with  emphasis  on  early    ^> 
identification  of  sensitive  programs  and  technologies  so  that  support  can  be 
provided  throughout  the  entire  life  cycle  of  the  system  or  project. 
e.  (W)   AR  381-47,  US  Army  Offensive  Counterintelligence  Operation  (OFCO).   On 
15  June  1982,  a  complete  revision  of  AR  381-47,  US  Army  Offensive 
Counterintelligence  Operations  (OFCO)(U)  was  published.  This  regulation 
establishes ■ 
W   The 
is  classified  SECRET,  WINTEL,  NOFORN  and  distribution  is  restricted  toj 
\ 
f .  fjf)   US  Army  Counterintelligence  Support  to  Allied  Command  Europe  (ACE) . 
After  considerable  time  and  effort,  a  Letter  of  Instruction  (LOI):  U.S.  Army 
Counterintelligence  (CI)  Support  to  Allied  Command  Europe  (ACE)(U),  was 
accomplished.   This  is  the  first  time  since  the  inception  of  ACE,  some  30  years 
ago,  thatl 
The  LOI  has  been  approved  by  the  Chief  of  Staff, 
SHAPE,  and  the  ACSI,  DA. 
"Zr»- 
3-12
s .J^fj  Special  Operations.  On  17  April  4582,  a 
operation  targeted  against 
ulminated  in  the  arrest  of 
\ 
?The  successful  operation  represents  the  highest  levels  of  professional- 
ism and  competence  of  Army  counterintelligence  and  is  also  an  emphatic 
endorsement  of  the  Army  SAEDA  program. 
h.  (U)  AR  380-40,  Policy  for  Safeguarding  and  Controlling  COMSEC  Information, 
was  published  in  June  1982.  However,  portions  are  already  obsolete  as  a  result 
of  changes  to  national  policy.   Publication  of  change  1  is  expected  by  summer 
1983. 
(1)  (U)  The  policy  for  COMSEC  monitoring,  AR  380-53,  Communications 
Security  Monitoring,  was  much  more  controversial  than  expected.  ARSTAF  and 
MACOM  comments  and  recommended  changes  were  contradictory  and  often  not  con- 
sistent with  National  or  DoD  Policy.  As  of  30  September  1982,  Army  General 
Counsel  comments  were  being  incorporated  into  a  new  manuscript  which  will  be 
re-coordinated  during  the  1st  Qtr,  FY  83. 
(2)  (U)  Development  of  OPSEC  and  SIGSEC  doctrine  required  a  major  effort 
as  well.   Preliminary  drafts  of  FM  34-62  and  FM  34-65,  SIGSEC  and  OPSEC,  respec- 
tively, were  reviewed  and  commented  on.  Neither  provided  the  doctrine  needed  in 
the  field  and  both  will  require  complete  rewrites,  with  direction  from  OACSI. 
3-13
UNCLASSIFIED. 
(b)  (U)  Accreditation  of  Telecommunications  Center  (TCC) ,  operated  by 
the  Army,  became  a  reality  with  the  accreditation  of  the  Vicenza,  Italy,  TCC  in 
April  82. 
(2)  (U)  OACSI  participated  in  development  of  the  charter  for  the  DoD  com- 
puter Security  Evaluation  Center.   This  is  important  since  this  center  will  have 
a  long  range  impact  upon  the  Army's  security  program  especially  in  the  critical 
area  of  multilevel  security  and  development  of  security  standards. 
(3)  (U)  OACSI  continued  as  a  member  of  the  Quadripartite  Working  Group  on 
Automation  Interoperability  of  the  American,  British,  Canadian  and  Australian 
(ABCA)  Armies.   Participation  included  writing  a  Category  III  concept  paper 
entitled  "Impact  of  Technology  on  Security  Aspects  of  Automated  Tactical  Command 
and  Control  Systems"  and  a  Quadripartite  Standing  Agreement  entitled  "Principles 
and  Characteristics  of  Interoperability  Security".   These  documents  form  the 
foundation  of  the  security  envelope  for  ABCA  tactical  command  and  control 
systems. 
(A)  (U)  Revision  of  AR  380-380,  Automation  System  Security,  continued.  A 
significant  change  will  be  the  extension  of  the  AASP  to  the  National  Guard. 
(5)  (U)  The  ADP  Security  section  become  involved  in  several  projects: 
(a)  (U)  Headquarters  Integrated  Office  System  (HIOS).   DAMI-CIC 
signaled  an  interest  and  concern  in  the  HQDA  prototype  Local  Area  Network  (LAN) 
scheduled  to  be  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. 
(b)  (U)  Regency  Net  (RN).  DAMI-CIC  advised  project  management  repre- 
sentatives concerning  automation  security  requirements  for  RN,  including  coor- 
dinating designation  of  an  accreditation  authority. 
3-15 
UNCLASSIFIED
SECTION  A 
FOREIGN  INTELLIGENCE 
1.  (U)  AN  OVERVIEW  OF  FY  1982 
a.  (U)  The  Directorate  of  Foreign  Intelligence  (DAMI-FI)  is  responsible 
for  ensuring  substantive  intelligence  support  to  DA  and  CONUS  Major  Army 
Commands.  The  directorate  manages  the  Army  general  and  scientific  and 
technical  (S&T)  intelligence  production  program,  including  formulating 
policies  and  standards.  DAMI-FI  exercises  Army  general  staff  responsibility 
for  the  intelligence  production  activities  of  the  US  Army  Materiel  Development 
and  Readiness  Command  (DARCOM),  US  Army  Intelligence  and  Security  Command 
(INSCOM),  and  the  Surgeon  General  (TSG).  These  responsibilities  include  the 
formulation  and  justification  of  Army  intelligence  production  resource 
requirements  (less  counterintelligence  production),  contributions  to  the 
formulation  of  DoD,  national,  and  international  intelligence,  and  the 
establishment  of  plans  and  policies  for  the  exploitation  of  foreign  materiel 
(less  medical).  DAMI-FI  also  has  the  responsibility  for  establishing  threat 
approval  policies  and  standards. 
b.  (U)  During  FY  1982,  general  and  S&T  requirements  remained  at  the  high 
levels  of  the  past  several  years.  The  Directorate  of  Foreign  Intelligence 
succeeded  in  FY  1982. in  fully  supporting  the  major  US  weapons/  equipment, 
research,  development,  and  acquisition  programs.   In  the  area  of  general 
Intelligence  production,  all  critical  Army  intelligence  production 
requirements  were  satisfied.  Some  requirements  were  at  the  request,  of 
Congress  to  assist  them  on  formulating  US  Foreign  policy. 
2.  (U)  MAJOR  ORGANIZATIONAL  CHANGES 
a.  (U)  The  directorate  has  no  major  organizational  -chaafges  In  FY  1982, 
and  no  changes  in  mission. 
4-1 
UNCIOTEO
UNCLASSIFIED 
and  no  changes  in  mission. 
b.   (U)   List  of  Key  Personnel . 
(1)  (U)   Colonel  Norman  S-  Wells,  1  Oct  80  -  16  Nov  81; 
Colonel  William  P.  Grace,  III,  17  Nov  81  -  30  Sep  82; 
(Director  of  Foreign  Intelligence  (DFI) 
(2)  (U)  Colonel  William  P.  Grace,  III,  1  Oct  80  -  16  Nov  81; 
Colonel  Donald  G.  Stephens,  17  Nov  81  -  30  Sep  82; 
(Chief,  Intelligence  Division) 
(3)  (U)  Colonel  Richard  B.  Baldwin,  1  Oct  81  -  27  Apr  82; 
Colonel  Walter  L.  Cressler,  27  Apr  82  -  31  Aug  82; 
Colonel  John  R.  Yates,  28  Apr  82  -  30  Sep  82; 
(Chief,  Scientific  and  Technical  Division) 
(4)  (U)  Mr.  Michael  C.  Kenney,  Jr.,  1  Oct  81  -  30  Sep  82 
3.   (U)   NARRATIVE  OF  ACTIVITIES 
a.   (U)   Continuing  Functions. 
(1)   (U)  The  DFI  was  responsible  for  the  functions  performed  by  his 
directorate,  as  well  as  being  the  Program  Element  Director  for  general  and  S&T 
intelligence  production  activities.  Additionally,  immediate  office  functions, 
basically  the  responsibilities  of  the  Requirements  Team,  included: 
(a)  (U)  establishment  of  policy  related  to  intelligence  support 
and  the  Array's  intelligence  production  activities; 
(b)  (U)  processing  of  all  continental  United  States  Army 
intelligence  production  requirements; 
(c)  (U)  the  staff  management  of  departmental  production 
resources;  and 
(d)  (U)  programming  and  budgeting  functions  related  to 
justifying  the  manpower/dollar  resources  of  the  Army's  general  and  S&T 
4-2 
7 1 
UNCLASSIFIED.
UNCLASSIFIED, 
intelligence  production  activities. 
(2)   (U)  The  DFI  exercised  staff  supervision  over  the  OACSI  Watch 
Office,  the  Project  Manager's  Office  (Red  Team)  and  the  OACSI  Current 
Intelligence  Division  in  FY  1982-   These  three  activities  are  elements  of  the 
US  Army  Intelligence  Operations  Detachment  and  are  included  in  Section  nine  of 
this  report. 
b.   (U)  Directorate  Headquarters/Requirements  Team. 
(1)  (U)  In  coordination  with  the  Army  Intelligence  production 
activities,  the  directorate  developed  inputs  to  the  FY  1984-1988  General 
Defense  Intelligence  Program  (GDIP)  and  the  GDIP  Congressional  Budget 
Justification  Book.   The  DFI  also  provided  responses  to  inquiries  s  from  DA, 
DIA,  Director  of  Central  Intelligence,  Intelligence  Coordinating  Staff,  and 
congressional  elements  supporting  resources  for  the  Army's  S&T  and  general 
intelligence  supporting  programs. 
(2)  (U)  During  the  year,  the  Army  Medical  Intelligence  and 
Information  Agency  (MIIA)  was  transformed  into  a  tri-service,  DoD  organization 
by  direction  of  Congress.  The  Armed  Forces  Medical  Intelligence  Center 
(AFMIC)  continues  to  be  funded  through  the  General  Defense  Intelligence 
Program  (GDIP)  and  represented  in  resource  matters  by  DAMI-FIR.  The  Secretary 
of  the  Army  was  designated  Executive  Agent  for  AFMIC  and  the  operational 
manager  will  remain  the  Surgeon  General,  as  it  had  been  for  USMIIA.  This 
reorganization  has  not  influenced  the  relationship  between  AFMIC  and  DAMI-FIR 
in  anyway. 
(3)  (U)  The  Soviet  Battlefield  Development  Plan  (SBDP  2000)  is  an 
eight  volume  forecast  on  Soviet  ground  forces  out  to  the  year  2000.  This 
OACSI  project  was  begun  on  30  July  1981,  and  the  draft  of  the  first  edition 
4-3 
UNCLASSIFIED
\ 
was  completed  on  30  July  1982.   Distribution  began  in  November  1982  to  ape-   <fc 
cifically  selected  recipients  for  evaluation. 
(a)  J0/ft\WWS*\)     The  volume  titles  and  classifications  are: 
•  Volume   I  -  Soviet  Doctrine  of  War  (U) 
°  Volume  II 
\ 
Volume  VII  - 
(b)  (U)  The  SBDP  is  an  integrated  and  comprehensive  analytical 
attempt  to  understand  the  Soviet  General  Staff  6  vision  of  the  next  two 
decades  for  their  ground  forces  planning  and  programming.  As  a  result  of  this 
perception  of  Soviet  force  development  strategy,  the  SBDP  forecasts  the  threat 
expected  on  the  battlefields  out  to  the  year  2000.  This  threat  includes  types 
of  Soviet  weapons,  their  numbers,  and  how  they  will  be  arrayed;  the  types, 
character  and  numbers  of  Soviet  units;  and  Soviet  tactics,  operational  art, 
and  strategy. 
(c)  (U)  Although  the  OACSI  coordinated  the  SBDP  and  designed  its 
structure,  all  the  major  Army  Intelligence  production  organizations  pro- 
vided the  analyses.  ITAC,  FSTC,  MIA  and  AFMIC  vere  the  privacy  Amy 
4-4
UNCLASSIFIED 
contributors.   In  addition,  DIA  and  CIA  participated,  making  significant 
contributions  especially  to  Volume  III,  Soviet  Ground  Order  on  Battle.   The 
results  are  not  a  coordinated  Intelligence  community  product;  rather  they 
reflect  an  Army  coordinated  position  for  this  first  edition.  The  first 
edition  will  be  extensively  evaluated  by  selected  organizations  within 
TRADOC,  DARCOM  the  Army  Staff,  DIA,  and  CIA. 
(d)   (U)  The  SBDP  will  eventually  fulfill  the  requirement  for  an 
officially  approved  base  document  which  Army  commanders  and  long-range 
planners  can  use  to  analyze  the  Soviet  threat  in  the  development  of  future  US 
Army  weapon  systems,  force  structures,  and  battlefield  operations, 
c-   (U)   Intelligence  Division  (DAMI-FIT,» 
(1)   (U)  The  Intelligence  Division  continued  its  heavy  schedule  of 
presenting  intelligence  briefings  and  papers  to  congressmen,  senators,  and 
senior  members  of  the  Executive  Branch,  as  well  as  military  audiences 
worldwide.  Weekly  briefings  were,  and  continue  to  be,  presented  to  the 
Secretary  of  the  Army  on  selected  intelligence  subjects.  A  number  of 
worldwide  threat  briefings  were  provided  to  selected  military  organizations. 
Additionally,  personnel  were  heavily  involved  in  giving  briefings  and 
preparing  papers  on  the  Iran-Iraq  war,  the  Lebanon  crisis,  and  the  Falkland 
Islands  crisis.  This  increased  interface  with  senior  levels  of  government  and 
the  military  required  the  Intelligence  Division  to  continue  its  involvement  in 
intelligence  production,  thus  honing  the  analytic  skills  of  action  officers 
assigned.   The  division  had  no  major  organizational  changes  in  FY  1982. 
Personnel  turbulence  continued  during  FY  1982  but  not  at  the  rate  of  last 
year.  The  greatest  turnover  was  among  secretaries.   Secretarial  support  was 
compounded  with  the  closing  of  the  OACSI  Word  Processing  Center. 
4-5 
UNCLASSIFIED
UNCLASSIFIED^ 
(a)   (U)  The  Intelligence  Division  continued  to  act  as  primary 
DA  Staff  POC  for  threat  matters;  provided  information  papers,  country 
information  sheets  and  briefings  in  response  to  requirements  for  DA,  JCS,  and 
Congress;  and  represented  the  Army  in  preparing,  reviewing,  and  coordinating 
National  and  Defense  Intelligence  Estimates  and  Memorandums,  Joint  plans 
and  studies,  Defense  Guidance,  posture  statements,  DoD  Consolidated 
Guidance  and  NATO  Intelligence  Estimates. 
(b)  (U)  At  the  direction  of  Secretary  of  the  Army  Marsh,  the 
Intelligence  Division  prepared  a  detailed  unclassified  briefing  entitled 
"Soviet  Military  Power."  Initially  it  was  based  on  Defense  Secretary 
Weinberger's  White  Paper,  "Soviet  Military  Power."  During  preparation  for  the 
briefing,  significantly  more  ground  forces  data  was  Included,  along  with  an 
historical  perspective  and  a  worldwide  threat  assessment.   The  final  briefing 
was  well  received  by  such  diverse  audiences  as  ROTC  instructors  and  cadets, 
National  Guard  units,  Chambers  of  Commerce  and  members  of  Congress.   Copies  of 
the  briefing  were  made  available  to  members  of  Congress  for  their  use.  The 
Office  of  Public  Affairs  has  accepted  the  text  and  slides  for  mass 
reproduction  and  eventual  distribution  to  army  commanders,  Federal,  state  and 
local  agencies. 
(c)  (U)  A  second  major  project  involving  Intelligence  Division 
personnel  was  the  XIV  Conference  of  American  Armies  (CAA)  hosted  by  the  United 
States  Army  at  Fort  McNair  during  the  period  3-5  November  1981.  A  total  of  23 
countries  in  addition  to  the  US  participated.  Because  this  year's  CAA 
conference  incorporated  the  Intelligence  Conference  of  American  Armies,  OACSI 
became  deeply  involved  in  the  planning  and  conduct  of  both  activities. 
4-6 
UNCLASSIFIED,
(d)  jffmttH&)   Members  of  the  Intelligence  Division  par- 
ticipated in  aj 
(2)  (U)  Major  Studied/Intelligence  Products.  The  Intelligence 
'  Division  participated  in  the  preparation  of  a  wide  variety  of  National 
Intelligence  Estimates  (NIE),  Special  National  Intelligence  Estimates 
(SNIE),  Interagency  Intelligence  Memorandum  (IIM),  and  related  documents 
for  major  policymakers.  Noteworthy  among  these  were: 
(a)  (U)  National  Intelligence  Estimates  (NIE) 
1  (U)  NIE  4-82,  Nuclear  Proliferation  Trends  Through  1987. 
2  (U)  NIE  11-3/8-81,  Soviet  Capabilities  for  Strategic  Nuclear  Conflict, 
1981-91. 
3  (U)  NIE  11-4-82,  The  Soviet  Challenge  to  US  Security  Interests. 
4  (U)  NIE  11-13-82,  Soviet  Ballistic  Missile  Defense. 
6  (U)  NIE  13-10-82,  Political  Succession  in  China. 
7  (U)  NIE  30-82,  Key  Military  Issues  in  the  Middle  East. 
8  (U)  NIE  30/70-82,  The  Major  Powers  and  the  Southwest  Indian  Ocean 
Islands  -  Prospects  for  Changes. 
9  (U)  NIE  56-82,  The  Philippines  Under  Marcos:  His  Prospective  Legacy 
and  US  Interests. 
10  (U)  NIE  82/83-81,  Insurgency  and  Instability  in  Central  America. 
% 
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4-7
(b)      (U)     Special   National   Intelligence  Estimates  <SNIE) 
1     (U)     SNIE  2-20-82     The  Peace  Movement   In  Western  Europe. 
V 
2  vfK 
3  .  <U)  SNIE  3/11-82  Western  Alternatives  to  Soviet  Natural  Gas;  Prospects 
and  Implications. 
4  (U)  SNIE  3/20/41-81,  Allied  Attitudes  Toward  Export  Controls. 
5^  (U)  SNIE  11/30-82,  Soviet  Short-Term  Options  in  South  Asia. 
6  (U)  SNIE  11/80/90-82,  Soviet  Policies  and  Activities  In  Latin  America 
and  the  Caribbean.  * 
1_     (U)  SNIE  12/6-82,  Poland's  Prospects  Over  the  Next  12  to  18  Months. 
8  (U)  SNIE  21/91-82  The  Falkland  Crisis. 
9_  (U)  SNIE  31-81,  Pakistan's  Nuclear  Weapons  Program:  The  Next  Three 
Years 
10  (U)  SNIE  31-82,  India:  Trends  in  Domestic  and  International  Politics. 
\\_   (U)  SNIE  32-82,  Pakistan  -  The  Next  Year. 
Yl   (U)  SNIE  34/36.2-82,  Implications  of  Iran's  Victory  Over  Iraq. 
13  (U)  SNIE  36/76.1-81,  The  Libyan-Ethiopian-South  Yemeni  Pact: 
Short-Term  Prospects. 
14  (U)  SNIE  36.1-81,  Regional  Impact  of  President  Sadat's  Assassination. 
15  (U)  SNIE  36.1-82,  Egypt:  Prospects  for  Domestic  Stability. 
16  (U)  SNIE  36.1-2-82,  Prospects  for  US-Egyptian  Relations. 
17  (U)  SNIE  36.4-82,  Lebanon,  Prospects  for  Hostilities. 
18  (U)  SNIE  36.5/70-81,  Libyan  Capabilities  and  Activities  In  Sub-Saharan 
4-8
UNCLASSIFIED 
and  Northwest  Africa. 
19  (U)  SNIE  36.5-2-81,  Libya-Impact  of  Economic  Sanctions. 
20  (U)  SNIE  36.11-81,  Core  Positions  of  Parties  to  the  Palestinian  Dispute. 
21  (U)   SNIE  36.11-82,  PLO  Dispersal:   Regional  Impact  and  Implications. 
22  (U)  SNIE  41-82,  Japan's  View  of  the  US  Relationship. 
23  (U)  SNIE  55-82,  Indonesia;   Prospects  into  the  Mid-1980s. 
24  (U)  SNIE  57-82  Conflict  in  Kampuchea:   Prospects  for  the  Resistance  and 
Selected  Implications  for  the  US.   (Classified  by  DCI;  declassify:  OADR) 
25  (U)  SNIE  73-81 ,  Conflict  in  Southern  Africa:  Regional  and  International 
Dimensions. 
26  (U)  SNIE  78-82,  The  Outlook  for  Sudan. 
27  (U)  SNIE  81-82,  Implications  of  Mexico's  Financial  Crisis. 
28  (U)   SNIE  82/83-82,  Short  Term  Prospects  for  Central  America. 
29  (U)   SNIE  90/91-3-82,  Implications  of  the  Falklands  Conflict  for 
Territorial  Disputes  in  Latin  America. 
30  (U)  SNIE  90/91-3-82,  Implications  of  the  Falklands  Conflict  for 
Territorial  Disputes  in  Latin  America. 
(c)   (U)  Interagency  Intelligence  Memorandums  (IIM) 
1  (U)  IIM  81-10018,  Prospects  for  Anti-US  Terrorism. 
2  (U)  IIM  81-10019,  The  Military  Situation  in  the  Taiwan  Strait: 
Taiwan's  Options  and  Needs. 
3  (U)  IIM  81-10020,  Deng  Xiaoping  and  the  FX  Aircraft  Issue. 
4^  (U)  IIM  81-10022,  Assessed  Manpower  of  Warsaw  Pact  Forces  in  the  MEFR 
Reduction  Area,  1981. 
4-9 
UNCLASSIFIED
UNCLASSIFIED 
5  (U)  IIM  82-10003,  Moscow  and  the  Namibia  Peace  Process. 
6  (U)  IIM  82-10004,  Prospects  for  Morocco. 
7  (U)  IIM  82-10005,  Zimbabwe:   Trends  and  Prospects. 
8  (U)  IIM  82-10007,  Prospects  for  Iran. 
9  (U)   IIM  82-10008,  Challenge  to  Colombia's  New  Administration. 
(d)   (U)  Other  Intelligence  Publications.   DAMI-FII  action  offi- 
cers actively  provided  threat  input  to  Defense  Intelligence  Projections 
for  Planning  (DIPP),  Defense  Intelligence  Estimates,  Joint  Intelligence 
Estimate  for  Planning  (JIEP),  Joint  Strategic  Planning  Document  Supporting 
Analysis  (JSPDSA),  Army  Intelligence  Master  Plan,  The  Army  Plan  and  the 
Army  Posture  Statement. 
(3)  (U)  Briefings.   (U)  Intelligence  Division  personnel  were  very 
active  throughout  FY  1982  in  the  preparation  and  presentation  of  a  wide 
variety  of  briefings.  Nearly  100  separate  briefings  were  presented  to 
audiences  ranging  from  the  Secretary  of  the  Army  and  members  of  Congress 
through  various  universities,  foreign  dignitaries,  and  reserve  units,  to 
private  industry  executives.  Of  particular  note  was  the  Worldwide  Threat 
briefing  presented  on  15  separate  occasions  during  FY  1982. 
(4)  (U)  Other  Significant  Activities. 
(a)  (U)  Intelligence  Division  personnel  took  advantage  of  both 
required  and  elective  TDY  during  FY  1982  and  traveled  within  C0NUS  to  present 
briefings  to  the  Armor,  Engineer  and  Intelligence  Schools,  the  Health  Sciences 
Academy,  Army  War  College,  Command  and  General  Staff  College  and  the  2d 
Armored  Division.  Personnel  also  traveled  to  overseas  locations  on  major 
4-10 
UNCLASSIFIED
UNCLASSIFIED 
trips,  including  visits  to  England,  Belgium,  Germany,  Hong  Kong,  Korea,  Japan, 
Colombia,  Brazil,  Panama,  Honduras,  El  Salvador,  and  Guatemala.   This  TDY, 
often  in  support  of  intelligence  exchange  conferences,   offered  the  action 
officers  an  excellent  opportunity  to  update  themselves  on  their  countries  of 
responsibility  and  to  renew  and  establish  contacts  within  the  intelligence 
community. 
(b)  (U)  Finally,  Intelligence  Division  personnel  participated 
actively  in  military  exercises  including  JCS  Exercise  Ivy  League  82. 
d.   (U)  Scientific  and  Technical  Division  (DAMI-FIT) 
(1)  (U)  Senior  National  Representatives  (SNR)  Threat  Group  Meetings: 
In  July  1982  the  S&T  Division  represented  the  US  in  updating  the  Soviet  Tank, 
ATGM  and  Penetrator  Threat  Assessment  first  published  in  June  1981.   The 
updated  assessment  reported  the  identification  of  a  total  of  five  variants  of 
the  T-64  and  T-72  family  noted  subsequent  to  the  publication  of  the  June  1981 
version  of  the  study.   The  meeting  was  held  in  Bonn,  FRG.   Direct  US  input  was 
presented  and  accepted  for  publication  in  the  areas  of  ATGM  (anti-tank  guided 
missiles)  and  future  Soviet  technologies  in  ATGM  munitions.   In  September 
1982,  the  S&T  Division  (LTC  Izzard)  accompanied  the  US  Senior  National 
Representative  (MG  Sheridan)  to  the  Four  Power  SNR  conference  in  Bonn.  The 
SNR's  accepted  the  updated  threat  assessment  and  directed  that  a  similar  study 
be  drafted  on  the  Soviet  infantry  fighting  vehicle  (BMP)  threat.  This  will  be 
accomplished  during  FY  83.  U.S.  will  take  the  lead  in  drafting  an  initial 
concept  for  the  assessment. 
(2)  (U)  S&T  Input  to  Program  Advisory  Council.  The  S&T  Division  took 
the  lead  in  developing  a  Soviet  Armor  Vulnerability  Assessment  and  presenting 
it  to  the  Program  Advisory  Council  (PAC),  the  action  arm  of  the  Armored  Combat 
4-11 
MCUSSIflEQ
Vehicle  Science  and  Technology  Base  Development  Program.  This  intelligence 
input  was  presented  to  the  PAC  for  the  first  time  in  February  1982.   Its 
impact  was  such  that  the  PAC  executives  recommended  that  it  be  updated  and 
presented  annually.  FIT  Division  has  the  lead  and  will  execute  on  a  formal 
basis  in  each  succeeding  PAC  cycle.  Input  from  ITAC,  BRL,  and  FSTC  will  be 
solicited  as  required. 
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with  no  aegregable  material  available  for  release  to  you. 
I  I   Information  pertained  only  to  a  third  party  with  no  reference  to  you 
or  the  subject  of  your  request. 
I  1    Inforaation  pertained  only  to  a  third  party.  Tour  name  is  listed  in 
the  title  only. 
I  J    Documents  originated  with  another/other  Government  agency (ies).  These 
docusents  were  referred   to  that/those  agency (ies)  for  review  and 
direct  response  to  you. 
j  J  Docunents  originated  with  another  Government  agency.  Tou  will  be 
advised  as  to  the  releasability  of  this  inforaation  following  our 
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(9)  (U)  Helicopter  Briefings  and  Information  Papers.  Numerous 
briefings  on  Soviet  Helicopters  were  provided  to  high  level  officials 
including  the  Secretary  of  the  Army  and  the  Advanced  Attack  Helicopter 
Program  Manager.   Information  papers  on  Soviet  helicopters  were  also  pre- 
pared for  use  in  Congressional  testimony. 
(10)  (U)  Joint  Threat  Support.   The  S&T  Division  in  May  1982  pro- 
vided support  during  a  special  conference  in  St.  Louis,  Missouri  to 
establish  the  threat  for  the  next  generation  aircraft  ( JVX) .   This  joint 
service  program  involves  the  Army,  Navy,  Air  Force  and  Marines.  The  Army 
will  be  the  executive  agent  for  the  program. 
(11)  (U)  Study  Advisory  Groups  (SAG)  and  Working  Groups  (WG). 
Represented  OACSI  on  the  Anti-tactical  Ballistic  Missile  and  Anti-Ballistic 
Missile  SAGs,  Anti-Ballistic  Missile  Treaty  Panel,  Intermediate  Range 
Nuclear  Forces  Treaty  Cell,  and  Lebanon  Lessons  Learned  ad  hoc  WG. 
Represented  Army  on  the  OSD  chaired  MX  Threat  WG.   Provided  S&TI  support  to 
the  above  in  the  areas  of  Soviet  Air  Defense,  Surf ace-to-Surf ace  missile 
systems,  Space  Systems  and  Naval  missiles. 
(12)  (U)  Support  to  US  Programs.   Provided  threat  briefings  and 
necessary  threat  documents  for  STINGER-POST,  SOTAS,  CHAPARRAL,  PERSHING  II, 
PATRIOT,  Anti-Ballistic  Missile  (ABM),  Light-weight  Air  nefejwe  System 
4-15
UNCLASSIFIED 
(LADS),  Corps  Support  Weapon  System  (CSWS)  and  Ballistic  Missile  Defense 
(BMD). 
(13)  (U)   Publications .   Prepared  a  Soviet  and  Warsaw  Pact  Threat 
Book  covering  weapon  systems  characteristics  and  deployment  for  use  by  Army 
Staff  Principals.   Wrote  numerous  and  timely  Black  Book  and  ACSIGRAM 
articles  to  Inform  Army  Staff  members  of  pertinent  developments  in  the 
areas  of  Soviet  Air  Defense  Systems,  Surf ace-to-Surf ace  Systems,  Space 
systems  and  Naval  Missiles.   Prepared  Back  Up  Study  Sheets  (BUSS)  for  use 
by  Army  Staff  and  Department  of  the  Army  Principals. 
(14)  (U)  Soviet  SA-10  Surface-to-Alr  Missile  (SAM)  System. 
Assisted  in  preparation  of  Army  position  for  National  Intelligence 
Estimates.   Coordinated  a  series  of  briefings  for  Army,  Air  Force  and 
Department  of  Defense  Officials.   Prepared  information  papers  for  CSA, 
VCSA,  DCSOPS,  DCSRDA  and  USAF  Staff  on  the  SA-10  system.   Attended  frequent 
meetings  with  Missile  Intelligence  Agency  (MIA),  Air  Force  and  Defense 
Intelligence  Agency  (DIA)  to  resolve  differences  concerning  assessed  capa- 
bilities of  the  system. 
(15)  (U)   Provide  threat  documentation  support  for  the  following 
major  systems: 
(a)  (U)  Position  Location  and  Reporting  System  (PLRS):   In 
response  to  Assistant  Secretary  of  the  Army,  RD&A,  provided  special 
intelligence  study  relative  to  susceptibility  of  PLRS. 
(b)  (U)  Threat  to  Army  Integrated  Tactical  Communications 
Systems:   This  document  provides  comprehensive  tactical  and  technical 
intelligence  and  projections  on  Soviet  ground  and  airborne  capabilities, 
which  pose  a  threat  to  US  Army  communications  and  electronics. 
4-16 
UNCLASSIFIED
UNCLASSIFIED 
(c)  (U)   Soviet  and  Warsaw  Pact  Front  Command,  Control  and 
Communications:   This  document  prepared  by  FSTC  forms  the  base  study  for  a 
series  of  studies  that  describe  and  evaluate  the  principal  tactical  com- 
mand, control  and  communications  systems  of  the  Soviet  and  other  Warsaw 
Pact  countries  ground  forces. 
(d)  (U)  Military  Satellite  Communications:   Assisted  JCS  in 
producing  a  comprehensive  document  on  the  current  and  forecast  Soviet 
threat  to  US  military  communications  satellite  and  terminals. 
(e)  (U)  Mark  XV  Identification  Friend  or  Foe:   Assisted  the 
USAF  In  the  preparation  of  the  US  identification  system  which  will  even- 
tually support  Army  battlefield  identification  systems. 
(16)  (U)   Initiated  requirements  to  support  Project  MAINSITE. 
MAINSITE  provides  an  electronic  environment  test  bed  for  large  integrated 
command,  control,  communications  and  Intelligence  Systems. 
(17)  (U)  Assisted  in  the  production  of  EW  Projection  Study.   This 
study  deals  with  the  projected  changes  in  the  tactics,  doctrine  and  new 
equipment  of  Soviet  forces  in  the  midterm  and  far  term. 
4-17 
UNCLASSIFIED. 
-  .      80
UNCLASSIFIED 
SECTION  5 
DIRECTORATE  OF  FOREIGN  LIAISON 
1.  (U)   OVERVIEW  OF  FY  1982. 
a.  (U)  The  Foreign  Liaison  Directorate  (DAMI-FL)  continued  to  be  the 
Army's  official  point  of  contact  and  channel  of  communication  between  DA  and 
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,  self-invited  foreign 
national  visits  to  Army  facilities  and  agencies,  requests  for  information  and 
documents,  the  diplomatic  and  DA  foreign  national  accreditation  programs, 
foreign  national  hospitalization  and  awards,  holiday  congratulatory  letters, 
Army  social  functions  involving  foreign  nationals,  foreign  national 
identification  cards,  foreign  attache  files,  and  protocol  calls  to  Army, 
Defense,  or  other  Services'  offices.   FL  coordinated  with  US  Army  attaches  on 
reciprocity  issues,  information  requests,  briefings,  and  debriefings-   The 
Director  of  Foreign  Liaison  continued  to  serve,  also,  as  Chief  of  the  Foreign 
Liaison  Office,  which  is  an  element  of  the  OACSI  Field  Operating  Agency  -  US 
Army  Intelligence  Operations  Detachment  (IOD). 
b.  (U)  Within  the  Army  Staff,  the  conduct  of  foreign  liaison  is  the 
responsibility  of  the  Assistant  Chief  of  Staff  for  Intelligence.  The 
Directorate  of  Foreign  Liaison,  which  falls  directly  under  the  Assistant  Chief 
of  Staff  for  Intelligence,  the  Foreign  Liaison  Division,  IOD,  and  INSCOM  which 
is  responsible  to  the  Director  of  Foreign  Liaison  for  normal  operational 
activities,  are  tasked  with  carrying  out  the  OACSI' s  foreign  liaison  mission 
5-1 
UNCLASSIFIED
UNCLASSIFIED 
requirements.   The  Foreign  Liaison  Division  consists  of  three  branches: 
Foreign  Attache  Support,  Tours,  and  Protocol.   The  Director  of  Foreign  Liaison 
continues  to  be  Colonel  Harry  L.  F.  Ching. 
2.  (U)  MAJOR  ORGANIZATIONAL  CHANGES.   There  were  no  major  organizational  or 
mission  changes  in  the  Foreign  Liaison  Directorate  during  FY  1982.   There  were 
several  changes  in  personnel  during  the  period.   LTC  Edmund  K.  Daley,  Jr., 
Deputy  Director,  retired  31  July  1982,  and  was  replaced  by  LTC  Neil  M.  Hagerty 
on  1  August  1982.   LTC  Francis  P.  Keough  replace  LTC  Hagerty  as  Chief,  Foreign 
Liaison  support  Branch,  and  assumed  his  duties  on  16  August  1982.   LTC 
Frederic  J.  G.  Caristo,  Chief,  Tours  Branch,  retired  on  30  June  1982  and  was 
replaced  as  Branch  Chief  by  LTC  J.  Allen  Kimball  on  5  June  1982.   The 
following  is  a  list  of  key  Foreign  Liaison  Directorate  personnel  who  were  in 
place  at  the  end  of  FY  1982: 
COL  Harry  L.  F.  Ching,  Director  (15  Nov  1979) 
LTC  Neil  M.  Hagerty,  Deputy  Director  (1  Aug  1982) 
LTC  Francis  P.  Keough,  Chief,  Foreign  Liaison  Support  Branch,  (16  Aug 
1982) 
LTC  J.  Allen  Kimball,  Chief,  Foreign  Liaison  Tours  Branch,  (5  June  1982) 
LTC  Paul  R.  Flebotte,  Chief,  Foreign  Liaison  Protocol  Branch,  (8  Sep  1981) 
3.  (U)  NARRATIVE  OF  FOREIGN  LIAISON  DIRECTORATE  ACTIVITIES, 
a.   (U)  Foreign  Liaison  Support  Branch. 
(1)  (U)  The  Directorate  of  Foreign  Liaison  accredits  foreign  military 
and  civilian  personnel  to  US  Army  agencies,  commands,  and  activities,  in 
consonance  with  policy  governing  disclosure  of  information  to  foreign 
nationals;  receives,  processes,  and  monitors  requests  by  foreign  nationals 
for  visits  to  US  Army  agencies  and  defense  contractors  in  regions  under  Army 
5-2 
WCIASSIEIEO 
-  .      8
UNCLASSIFIED 
responsibility;  and,  responds  to  information  and  document  requests  from 
foreign  military  attaches. 
(2)  (U)  At  the  end  of  the  reporting  period  there  were  749  foreign 
national  personnel  authorized  to  conduct  business  directly  with  subordinate  US 
Army  agencies  and  commands  (accredited).  There  were  180  special  accreditations 
and  569  functional  accreditations.   There  were  a  total  of  891  actions  in  the 
accreditations  area  accomplished.  There  were  2,027  requests  for  documents  and 
information  received  from  foreign  attaches  during  the  period.   In  addition,  a 
large  number  of  requests  for  documents  and  information  are  handled  directly 
with  the  US  Army  agencies  and  commands  through  the  foreign  liaison  officers 
who  are  accredited  for  this  purpose.   Also,  there  were  9,617  "self-invited" 
visit  requests  received  and  processed  under  the  provisions  of  AR  380-25, 
Foreign  Visitors  and  Accreditations. 
(3)  (U)  LTC  Francis  P.  Keough  assumed  duties  as  Chief,  Foreign  Liaison 
Support  Branch  on  16  August  1982.   LTC  David  A.  Bell  joined  the  branch  on  23 
August  1982.  LTC  Francis  W.  Brown  departed  the  branch  on  6  September  1982  to 
attend  graduate  school  under  the  Exceptional  Intelligence  Analyst  Fellowship 
Program. 
b.   (U)  Foreign  Liaison  Tours  Branch.  Tours  Branch  (DAMI-FLT)  had  the 
responsibility  for  planning  and  administering  officially  hosted  visits  of 
foreign  defense  and  military  dignitaries  to  the  United  States.   During  FY  82, 
DAMI-FLT  administered  a  total  of  61  such  tours,  as  follows: 
(1)  (U)  Army  VIP  Tours.  Array  VIP  Tours  were  administered  for 
counterparts  and  guests  of  the  SA,  CSA,  VCSA,  and  other  senior  DA  officials. 
NO.  TOURS  CONDUCTED  NO.  FOREIGN  PARTICIPANTS 
15  62 
5-3 
UNCLASSIEIEQ
UNCLASSIFIED 
(2)  (U)  Defense  VIP  Tours.   These  82  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 
8  48 
(3)  (U)  ACSI  Tours.  These  tours  were  administered  for  counterparts 
and  guests  of  the  ACSI  and  included  various  attache  tours  sponsored  by  the 
ACSI. 
NO.  TOURS  CONDUCTED    NO.  FOREIGN 
PARTICIPANTS 
ACSI  Counterpart  Tours  5  9 
Foreign  Attache  Tours  3  132 
TOTAL  8  141 
(4)  (U)  Security  Assistance  Tours.  There  were  two  types  of  Security 
Assistance  Tours  administered  by  DAMI-FLT  during  FY  82.  These  were 
Orientation  Training  Tours  (OTTs)  and  Schools  Orientation  Tours  (SOTs).   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.   Schools  Tours  were  made  under  IMET  and  FMS  for  foreign 
students  attending  US  Army  service  schools  (career  course  level  and  above). 
The  tours  acquainted  participants  with  HQDA,  State  Department,  and  other 
government  and  civilian  institutions  in  the  Washington,  DC  area. 
NO.  TOURS  CONDUCTED  NO.  FOREIGN  PARTICIPANTS 
OTTs 
SOTs 
TOTAL 
219 
777 
996 
5-4 
UNCLASSIQEft
UNCLASSIFIED 
(5)  (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.  FOREIGN  PARTICIPANTS 
7  93 
c  (U)  Foreign  Liaison  Protocol  Branch.   The  Protocol  Branch  processed 
requests  from  foreign  governments  for  hospitalization  of  foreign  nationals  in 
US  Army  hospitals;  processed  ACSI  recommendations  for  the  awarding  of  US 
decorations  to  foreign  nationals  located  in  the  US;  for  the  Chief  of  Staff, 
processed  and  staffed  US  Army  congratulatory  letters  to  various  foreign  Army 
Chiefs  of  Staff  Counterparts  and  foreign  military  attaches  in  Washington,  DC, 
on  their  countries'  national  holidays,  promotions,  appointments,  and 
retirements;  handled  requests  from  foreign  attaches  and  their  families  for 
Uniform  Services  Identification  Cards;  arranged  for  protocol  calls  on  the 
Secretary  of  the  Army,  Deputy  and  Assistant  Secretaries,  CSA,  VCSA,  and  ACSI 
and  provided  information  books  in  support  of  these  calls.   Soviet  Military 
travel  was  monitored  by  the  Protocol  Branch. 
(1)  (U)  There  were  14  requests  from  foreign  governments  for 
hospitalization  in  US  Army  hospitals.   All  were  approved. 
(2)  (U)  There  were  39  awards  to  foreign  military  dignitaries  during  FY 
1982.  Thirty-six  Legion  of  Merits  and  three  Meritorious  Service  Medals  were 
awarded . 
(3)  (U)  Letters  were  sent  to  CSA  and  ACSI  Counterparts  in  accordance 
with  accepted  international  protocol  procedures.   There  were  133  letters  on 
the  occasion  of  national  holidays,  40  CSA  Counterparts  letters,  65  ACSI 
letters,  and  32  pieces  of  other  correspondence  for  the  reporting  year. 
5-5 
UNCLASSIFIED
UNCLASSIFIED 
(4)  (U)  The  Protocol  Branch  also  monitored  Soviet  Military  Travel 
during  FY  1982.   The  Soviets  made  5  travel  requests  of  which  2  were  denied  and 
2  were  modified.   There  were  14  travel  requests  from  Soviet  staff  officers  and 
members  of  their  families-   One  request  was  denied  by  the  State  Department. 
Twelve  notes  were  submitted  for  travel  between  the  United  States  and  the 
Soviet  Union.   Of  these,  8  were  for  vacation  trips,  2  announced  new  staff 
arrivals,  and  2  announced  staff  departures.  A  travel  ban  was  imposed  on 
Soviet  Military  Attaches  in  the  US  on  9  July  1982.   This  was  a  reciprocal 
action  protesting  denial  of  travel  to  a  US  Assistant  Attache  in  Moscow.   The 
ban  will  be  effective  through  9  January  1983. 
(5)  (U)  Foreign  Military  Attaches  and  their  families,  as  well  as 
embassy  military  staff  members  and  their  families,  were  extended  military 
medical,  PX,  commissary,  and  movie  privileges  based  on  the  principle  of 
reciprocity.  The  Soviet  Union,  Soviet  Bloc  Nations,  the  PRC,  and  certain  other 
nations  are  excluded  from  these  privileges.   During  the  year  1,230  Military 
Identification  Privilege  cards  were  extended. 
(6)  (U)  The  protocol  Branch  planned  and  arranged  120  officially-hosted 
social  functions  for  the  ACSI,  other  Army  Staff  members,  and  the  Secretary  of 
the  Army  during  FY  1982. 
(7)  (U)  There  were  73  courtesy  calls  by  foreign  dignitaries  on 
Secretary  of  the  Army,  CSA,  VCSA,  the  ACSI,  and  other  Army  Staff  heads  that 
were  arranged,  staffed,  and  coordinated  by  the  Protocol  Branch  during  the  past 
year.  To  support  these  courtesy  calls  and  numerous  other  official  visits  to 
the  Army  Staff,  108  information  books  were  prepared  and  disseminated  to  US 
participants  in  these  visits. 
5-6 
UNCLASSIEIED 
9 >
UNCLASSIFIED 
(8)  (U)  Sixty-two  foreign  military  members  were  officially  accredited 
as  military  or  assistant  military  attaches  during  fiscal  year  1982. 
(9)  (U)  One  of  the  unpleasant  but  significant  actions  that  involved 
DAMI-FLP  was  the  declaration  of  Major  General  Vasiliy  Chitov,  Military 
Attache,  USSR,  as  persona  non  grata  in  January  1982.   MG  Chitov  violated  host 
country  protocol  by  engaging  In  espionage  activities  and  was  apprehended  by 
the  FBI.   The  ACSI  personally  Issued  the  PNG  declaration. 
5-7 
UNCLASSIFIED
UNCLASSIFIED 
SECTION  6 
INTELLIGENCE  RESOURCES  MANAGEMENT  (U) 
1.  (U)  AN  OVERVIEW  OF  FY  1982.   During  FY  1982,  the  Intelligence  Resources 
Management  Directorate  (DAMI-RM)  continued  to  discharge  Its  responsibilities 
for  the  formulation,  justification,  and  defense  of  Army  intelligence  resource 
requirements  and  for  providing  advice  and  assistance  to  the  ACSI  and  OACSI 
directorates,  offices,  and  FOA  in  the  planning  and  management  of  manpower, 
personnel,  and  administrative  support  systems.  Other  major  actions  for  FY  1982 
included  formulation  of  the  FY  1984-88  National  Foreign  Intelligence  Program 
(NFIP)  budget  using  a  new  program  and  budget  structure,  decentralization  of 
the  Word  Processing  Center,  and  improvements  in  the  physical  security  posture 
of  the  OACSI  secured  areas.  These  actions,  plus  a  variety  of  others  worthy  of 
mention  in  this  report,  are  discussed  below. 
2-  (U)  ORGANIZATIONAL  CHANGES. 
a.  (U)  There  were  no  major  organization  changes  in  FY  1982. 
b.  (U)  The  Director  of  Intelligence  Resources  Management  was  Colonel  John 
M.  Bryden  who  served  in  this  capacity  for  the  entire  reporting  period.   The 
Chief  of  the  Program,  Budget/Management  Division  was  Mr.  Samuel  E.   Lester. 
LTC  Charles  A.  O'Brien,  Jr.  was  the  Chief  of  the  Personnel  and  Services 
Division  until  his  retirement  on  31  March  1982.  Major  Thomas  V.  Mulrine 
assumed  the  duties  of  Chief  of  the  Personnel  and  Services  Division  on  1  April 
1982. 
3.   (U)   PERSONNEL  AND  SERVICES  DIVISION  (DAMI-RMA). 
a.   (U)  General.  The  division  continued  to  perform  its  overall  mission. 
The  Division  Chief  continued  as  the  ARSTAF  principal  point  of  contact  for  all 
6-1 
^'CLASSIFIED,
Army  attache  nominations  and  personnel  actions*   The  Army  nominated  to  the 
Defense  Attache  Service  (DAS)  the  following  Army  personnel  for  attache/attache 
support  assignments: 
Officers  -         M  ^Kw 
Warrant  Officers  -jB  ^ty 
Enlisted  - 
Total 
A  major  effort  to  upgrade  the  quality  of  personnel  assigned  to  the  DAS 
continues.  Requirements  for  higher  language  aptitude  test  scores,  follow-on 
assignments  for  area  specialists,  closer  background  Investigations,  and 
efforts  to  improve  the  perception  of  attache  duty  are  a  part  of  this  on-going 
effort. 
b.   (U)   Personnel  Branch  (DAMI-RMA-P).  The  Personnel  Branch  continued 
to  actively  pursue  programs  initiated  during  the  last  reporting  period, 
including  the  Performance  Appraisals  for  Merit  Pay  and  General  Schedule 
Employees,  and  Intern  programs,  as  well  as  the  personnel  support  and  personnel 
management  for  the  0ACS1  staff  and  field  elements.   Significant  actions  were 
as  follows: 
(1)   (U)  General  Performance  Appraisal  System  (GPAS)  and  Merit  Pay. 
1982  was  the  second  year  for  GPAS  and  the  Merit  Pay  System  for  0ACS1.  Of  the 
approximately  100  employees  covered,  all  have  received  a  GPAS  rating.  There 
were  33  employees  covered  by  the  Merit  Pay  System,  of  whom  14  were  awarded 
Significant  Accomplishment  Cash  Awards.   In  addition,  one  employee  received  an 
On-the-Spot  Cash  Award.   The  program  is  better 
understood  by  the  Merit  Pay  employees  and,  while  support  Is  far  from  unani 
mous,  it  is  accepted.  <  .^g. 
6-2
UNCLASSIFIED 
(2)  (U)   Training.   During  the  reporting  period,  OACSI  personnel 
continued  to  improve  their  capabilities  with  training  opportunities.   A  total 
of  107  courses  were  completed  by  civilians  and  60  courses  were  completed  by 
military  personnel  of  OACSI  during  the  period.   These  courses  varied  from  one- 
hour  correspondence  courses  to  ten  month  graduate-level  courses. 
(3)  (U)  Intern  Program.  The  nine  OACSI  interns  continued  to 
progress  rapidly  under  the  guidance  of  some  very  intensive  training  programs. 
These  included  courses  at  civilian  institutions,  at  the  Office  of  Personnel 
Management,  and  at  Army  and  DOD  schools,  as  well  as  continuing  on-the-job 
training  within  the  OACSI  Directorates.  With  the  loss  of  the 
security  intern  in  -July,  eight  of  a  total  of  nine  intern  spaces  remained 
filled. 
(A)   (U)  Awards.  The  following  awards  were  processed  during  FY 
1982: 
(a)   (U)  Military  Awards: 
Distinguished  Service  Medal  -  1  Retirement 
Legion  of  Merit  -  10  Retirement,  12  Service/Achievement  (5 
downgraded  to  MSM) 
Meritorious  Service  Medal  -  1  Retirement,  33 
Service/Achievement  (3  downgraded  to  ARCOM) 
Army  Commendation  Medal  -  8  Service /Achievement 
Total  -  65 
(b)   (U)  Civilian  Awards: 
Meritorious  Civilian  Service  Award  -  1 
Commander's  Award  -  3 
Exceptional  Performance  Appraisal  -  42 
Total  -  45 
6-3 
UNCLASSIFIED.
UNCLASSIFIED. 
(5)   (U)   Individual  Mobilization  Augmentat  ion  F^gram_.   The  program 
changed  its  name  from  Mobilization  Designation,  however  the  participants 
retained  the  name  of  MOBDES.   There  were  109  MOBDES  assigned  to  the  DIA  Staff 
and  Defense  Attache  System,  of  which  82  performed  annual  training  during  FY 
82.   There  were  78  MOBDES  assigned  to  OACSI,  with  60  performing  annual 
training  during  this  period.  Brigadier  General  John  R.  Davis  was  appointed 
as  the  Deputy  ACSI  (MOBDES)  and  served  two  tours  in  his  new  position. 
c.   (U)  Administrative  Services  Branch  (DAMI-RMA-A/AD) .  The 
Administrative  Services  Branch  continued  to  provide  basic  services  support  to 
OACSI,  including  publications,  records  and  forms  management,  control  of 
alternate  site  files,  mail  and  distribution  services,  coordination  of  all 
purchase  requests  and  supply  requisitions,  and  administrative  action  items  as 
required. 
(1)   (U)  MI  Seals.   The  Administrative  Services  Branch  acquired  and 
distributed  world-wide  to  all  MI  activities  a  number  of  items  displaying  the 
MI  seal,  which  had  been  previously  approved  by  the  Institute 
of  Heraldry.   These  included  MI  Plaques,  seal  decals,  and  MI  Soldiers  Creed 
posters.  MI  activities  were  provided  with  a  number  of  these  items,  as  well 
as  instructions  for  ordering  additional  ones. 
(2)   (U)  OACSI  Office  Environment.  Many  improvements  were  initiated 
to  provide  more  adequate  space,  better  organization,  and  better  ventilation  to 
OACSI  office  areas.  These  actions  included  installation  of  SCIF  Z-ducts, 
upgraded  carpeting,  painting,  wall  additions  and  removals,  and  the  acquisition 
of  better  quality  furniture.  Most  of  these  actions  were  completed  during  the 
fiscal  year. 
6-4 
ummsiFjED
UNCLASSIFIED 
(3)  (U)   Reproduction  Facilities.   At  the  request  of  this  office, 
Xerox  consulting  service  prepared  a  report  on  the  reproduction  needs,  costs, 
and  use  patterns  in  the  OACSI.   The  purpose  was  development  of  methodology 
and  techniques  which  could  be  used  to  improve  reproduction  services  throughout 
the  OACSI-   This  report  contained  three  recommendations: 
-  Reconfigure  the  location  of  current  copiers; 
-  Acquire  appropriate  additional  copiers  (high  volume,  or 
walk-up); 
-  Cancel  contracts  on  or  turn  in  copiers  deemed  inefficient. 
Most  recommended  changes  were  made  over  the  remainder  of  the  FY.  This  resulted 
in  better  service  capabilities  and  more  appropriate  models  for  the  type  of 
work  done.   Several  new  machines  were  purchased,  and  with  a  total  of  13 
copiers  in  the  OACSI,  problems  with  accessibility  and  back-up  potential  have 
been  resolved.   These  machines  will  be  monitored  to  insure  they 
are  being  properly  utilized. 
(4)  (U)  OACSI  Word  Processing  Center.  As  a  result  of  recommend- 
ations made  by  the  Administrative  System  Acceleration  Plan  (ASAP)  Survey  Team 
and  the  ACSI  approval  of  a  16  April  1981  decision  memorandum,  the  OACSI  Word 
Processing  Center  (WPC)  was  decentralized,  and  the  seven  assigned  word 
processing  personnel  were  reassigned  to  the  directorates.  The  Office  Systems 
Planning  Group  reviewed  the  responses  to  the  OACSI  pro-  posal  and  the  CPT 
Corporation  won  a  six-month  lease/purchase  option  contract.  Twenty-five 
Tempest  and  three  standard  CPT  terminals  were  delivered  to  OACSI  in  July,  and 
furniture  to  accommodate  the  CPT's  was  ordered  through  DSS-W.   Over  60 
operators  were  trained  on  the  use  of  the  CPT  and  the  various  software 
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packages.   The  Chief,  Word  Processing  Center,  was  reassigned  to  the 
Administrative  Services  Branch  and  now  functions  as  the  OACSI  Word  Processing 
Coordinator.   This  position  will  be  responsive  to  all  automated  office  systems 
functions  relating  to  word  processing,  including  in-house  training, 
troubleshooting,  and  assistance  in  the  creation  of  special  applications  for 
all  OACSI  offices. 
d.   (U)  Security  (DAMI-RMA-S) 
(1)  (U)  The  physical  security  posture  of  OACSI  secured  areas  has 
been  significantly  improved  during  the  reporting  period.  During  a  test  in 
January  1982,  a  deficiency  in  the  Sensitive  Compartmented  Information  Facility 
(SCIF)  alarm  system  was  discovered  and  immediately  corrected  by  the  OACSI 
Security  Manager,  who  in  the  future  will  accompany  the  Stanwick  maintenance 
technician  when  conducting  preventive  maintenance.   In  conjunction  with  the 
quarterly  after-hours  inspection  of  OACSI  activities,  the  alarm  system  was 
activated  periodically  and  Federal  Protective  Service  personnel  response  time 
was  tested.   In  addition,  a  letter  bomb  detector  was  installed  in  the  OACSI 
mail  room  for  the  purpose  of  screening  all  suspect  incoming  mail. 
(2)  (U)  Security  indoctrination  and  education  included  briefings  on 
the  Information,  Personnel,  and  Physical  Security  and  Crime  Prevention 
Programs.  Additionally,  four  SAEDA  briefings  consisting  of  a  video  tape  about 
KGB  operations  in  the  United  States  and  a  slide  presentation  on  terrorism  were 
conducted  for  220  individuals.  A  summary  of  the  presentation  outlining  some 
of  the  incidents  and  reporting  requirements  was  prepared  and  furnished  to 
personnel  who  were  unable  to  attend  the  briefing. 
(3)  (U)  OACSI  Regulation  604-5,  "Personnel  Security  Processing," 
outlining  procedures  for  clearing  personnel  and  granting  special  access,  and 
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guidelines  for  nominating  individuals  to  SCI  billets,  was  developed  and 
published  in  December  1981. 
(4)   (U)  The  OACSI  Security  Manager's  area  of  responsibility  was 
increased  in  July  1982  with  the  addition  of  ADP  Security  as  a  primary  func 
tion.   This  additional  function,  as  well  as  the  loss  of  the  security  intern 
in  July  1982,  resulted  in  additional  workload  for  the  Security  Manager  and 
tended  to  slow  down  response  time  for  all  activities. 
4.  (U)  PROGRAM,  BUDGET,  AND  MANAGEMENT  DIVISION  (DAMI-RMB).   The  Program, 
Budget, and  Management  Division  performed  its  mission  through  an  organization 
consisting  of  two  teams.  The  Division  Chief  was  Mr.  Samuel  E.   Lester. 
Significant  actions  of  each  team  are  discussed  below, 
a.  (U)  Program  and  Budget  Team  (DAMI-RMB-B) . 
(1)  (U)  The  Program  and  Budget  Team  was  headed  by  LTC  James  R. 
Robinson  until  the  Fall  of  1982  when  he  was  transferred  to  the  Office  of  the 
Joint  Chiefs  of  Staff.  He  was  succeeded  by  LTC  Douglas  W.  Armstrong. 
(2)  (U)  The  FY  1984-88  National  Foreign  Intelligence  Program  (NFIP) 
program  and  budget  formulation  process  was  based  on  a  new  programing  and 
budgeting  structure  referred  to  as  "Capabilities  Programing  and  Budgeting 
(CPBS)."  CPBS  was  developed  by  the  Director  of  Central  Intelligence  (DCI)  and 
was  implemented  fully  throughout  the  Intelligence  Community.  The  program  was 
submitted  to  Defense  program  managers  in  the  summer  of  1982.   Subsequent 
decisions  by  the  program  managers  and  the  DCI  in  1982  provided  the  baseline 
for  development  of  the  FY  J 983  NFIP  budget  submission  to  the  DCI. 
(3)  (U)  In  December  1981  and  January  1982,  budget  justification  books 
for  the  FY  1982  NFIP  budget  were  prepared  for  review  by  the  Congress. 
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(4)  (U)  Concurrent  with  the  development  of  the  NFIP,  OACSI  developed 
and  was  the  ARSTAF  proponent  for  22  Program  Development  Increment  Packages 
(PDIPS)  in  the  FY  1984-88  Army  Program  Objective  Memorandum  (POM).  These  GDIPs 
provided  for  important  new  tactical  intelligence  ana  telated  initiatives  for 
the  Army.  All  programs  were  funded  at  an  acceptable  level. 
(5)  (U)  The  FY  1982  year-end  accounting  reports  for  Army  General 
Operating  Agency  (GOA)  12  were  compiled,  processed,  and  certified  in  a  timely 
manner. 
b.   (U)  Management  Team  (DAMI-RMB-M) . 
(1)  (U)  General   During  FY  1982  the  Management  Team  continued  to 
provide  support   for  Internal  Management,  Military  History,  Manpower 
Requirements,  and  the  Organizational  Effectiveness  Program.  In  addition,  RMB-M 
assisted  the  Special  Assistant  to  the  ACSI  with  the  Intelligence  Career 
Development  Program  (ICDP). 
(2)  (U)  Internal  Management 
(a)  (U)  The  Manpower  Management  Review  of  Foreign  Liaison 
functions,  which  was  initiated  in  July  1981,  was  completed  in  December  1981; 
the  initial  report  was  forwarded  to  the  Director  of  Foreign  Liaison  (FL)  on  4 
January  1982.  This  review  provided  the  Director  FL  with  a  synthesis  of 
current  mission,  management,  and  required  manpower.  In  addition,  the  report 
contained  recommended  changes  to  be  considered  from  a  management  perspective 
and  recognized  the  need  for  four  additional  manpower  spaces. 
(b)  (U)  The  proposed  OACSI  TDA  containing  the  reorganization  of 
the  Directorate  of  Counterintelligence  (CI)  was  submitted  to  the  Director  of 
Management,  OCSA,  on  15  June  1981,  and  was  approved  on  12  February  1982.  The 
approval  included  acceptance  of  the  proposed  restructuring  of  CI  into 
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two  divisions,  less  formal  subordinate  elements  in  each  division.  This  action 
consolidated  all  security  management  functions  into  one  directorate. 
(3)  (U)  Organization  and  Functions 
(a)  (U)  AR  10-61,  Organization  and  Functions,  US  Army  Intelligence 
Operations  Detachment,  was  updated  for  publication  at  the  end  of  FY  82. 
(b)  (U)  Action  was  initiated  to  develop  a  regulation  for  the 
USAIOD  similar  in  nature  to  OACSI-R  10-4  Organization  &  Functions,  OACSI . 
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SECTION  7 
AUTOMATION  MANAGEMENT  OFF ICE 
1.  (U)  AN  OVERVIEW  OF  FY  82. 
a.  (U)  The  Intelligence  Automation  Management  Office  (DAMI-AM)  continued 
Its  mission  to  serve  HQDA  as  life  cycle  manager  for  actions  related  to 
automated  intelligence  systems  with  a  dynamic  view  on  the  interface  of  both 
the  strategic  and  tactical  arenas.  Personnel  from  this  office  represented  the 
ACSI  on  boards,  panels,  working  groups  and  committees  to  keep  HQDA  informed  of 
advancement  in  electronic  technology  and  its  application  in  support  of  the 
intelligence  mission. 
b.  (U)  We  initiated  a  project  to  get  a  microcomputer  system  to  support 
executive  level  management.   Using  video  graphics  this  system  will  demonstrate 
areas  of  coverage  the  Army  can  provide  in  the  intelligence  field  for  all 
echelons,  from  information  resident  within  the  microcomputer.  Additionally, 
we  started  long-term  programs  for  supporting  the  automated  intelligence 
requirements  of  Korea  and  another  for  Europe. 
c.  (U)  The  annual  budgeting  cycle  was  changed  to  a  zero-based  system,  ar.H 
the  transition  was  made  smoothly.   The  changes  to  the  system  enhanced  the 
justification  for  the  expenditure  of  large  sums  for  automation  development  and 
improvement . 
2.  (U)  MAJOR  ORGANIZATIONAL  CHANGES. 
a-  (U)  The  function  of  computer  security  for  automated  data  processing  and 
the  related  equipment  was  transferred  to  the  Directorate  of  Counter- 
intelligence (DAMI-CI)  to  effect  a  more  logical  relationship  between  the 
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threat  to  automated  systems  and  the  countermeasures  addr-tvsed  'o-j-  the  Army 
Automated  Security  Program  (AASP).  Although  we  technically  no  longer  have  the 
assigned  spaces  on  our  TDA,  we  still  actually  have  the  personnel  physically 
resident  within  our  office  space. 
b.  (U)  The  key  personnel  underwent  another  major  turnover: 
(1)  (U)  On  5  October  1981  LTC(P)  Duncan  D.  Briggs,  Jr.  assumed  the 
leadership  of  the  office;  he  was  promoted  to  the  rank  of  colonel  in  May; 
(2)  (U)  Mr.  James  D.  Tadlock,  who  had  been  the  Branch  Chief  of 
DAMI-AMP,  left  on  2  January  1982  to  assume  duties  at  INSCOM,  Arlington  Hall; 
(3)  (U)  The  Acting  Branch  Chief  of  DAMI-AMP,  LTC  Roger  E.  Miller, 
retired  on  21  September  1982  after  22  years  of  active  duty  to  work  for 
Lockheed  in  Texas. 
3.  (U)  NARRATIVE  OF  ACTIVITIES, 
a.  (U)  Continuing  Functions. 
(1)  (U)  EUCOM  (AIDES),  the  Analyst  Intelligence  Display  and 
Exploitation  System  support  to  Joint  theater  intelligence  analysts  in  Europe, 
reached  a  full  operational  capability  (FOC)  in  September.  After  10  years  of 
conceptualizing,  gaining  approval,  appraising,  funding  and  developing  the 
system  it  has  reached  the  maintenance  phase  of  its  life  cycle.  The  system 
maintains  a  centralized  data  base  and  has  internetted  its  European  Theater 
components:   USAFE,  USAREUR,  USNAVEUR,  EUDAC  and  D007.. 
(2)  (U)  Intelligence  Information  Subsystem  (I2S2)-   I2S2  is  in  a  state  of 
transition.   Its  component  pieces  of  computer  hardware  are  being  absorbed  into 
a  newly  developing  intelligence  system  named  RAPIDE.  The  unique  software 
packages  resident  on  this  system  will  be  of  little  or  no  value  to  other 
intelligence  activities. 
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(3)  (U)  Foreign  Science  and  Technology  Center  (FSTC).   At  FSTC  a  MEN'S 
for  a  scaled  model  simulation  facility  was  approved;  their  computing  capacity 
was  enhanced  greatly  by  the  installation  of  an  IBM  4341;  work  began  on  a 
contract  to  design  and  develop  an  S&T  intelligence  data  base;  and  procurement 
of  ELINT  processing  hardware  was  begun. 
(4)  (U)  Armed  Forces  Medical  Intelligence  Center  (AFMIC).  During  the 
course  of  the  year,  AFMIC s  name  was  changed  from  "Medical  Intelligence 
Information  Agency  (MIIA)."  AFMIC  enhanced  its  capability  by  upgrading  from  a 
TTY  to  a  dual  screen  CRT. 
(5)  (U)  Army  Threat  and  Intelligence  Production  System  (ATIPS). 
(a)  (U)  ATIPS  will  provide  'he  ITAC  analyst  with  automated  storage 
retrieval  access  capability  to  produce  hardcopy  documents  and  limited  modeling 
simulation  in  support  of  Army  Models  Improvement  Program  (AMIPS). 
(b)  (U)  In  terms  of  life  cycle  management,  Milestone  I  was 
achieved;  the  system/subsystem  specifications  were  initiated;  Lou  Makin  of 
INSCOM  was  designated  Product  Manager;  and  the  hardware  acquisition  plan  was 
formulated  and  was  waiting  on  approval  from  ASA(IL&FM). 
(6)  (U)  Army  System  for  Standard  Intelligence  Support  Terminals 
(ASSIST). 
(a)  (U)  The  intelligence  analysts  can  access  national  level  data 
bases  through  the  use  of  ASSIST  software. 
(b)  (U)  ASSIST  Version  4.1  was  delivered  and  installed.   It 
provided  remote  job  entry  and  upgraded  the  operating  system. 
(c)  (U)  Version  5.0  creates  ADAM  which  will  perform  as  a  system 
supervisor  and  will  yield  a  user-friendly  tool.  This  effort  is  scheduled  for 
completion  3rd  Quarter,  FY  83. 
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b.  (U)  Major  Projects. 
(1)  (U)  TRADOC  IDHS.   The  ACSI  approved  the  reprogramming  of  an 
ITIC-PAC  minicomputer  to  support  TRADOC  IDHS  at  Fort  Monroo. 
(2)  (U)  Korean  Intelligence  Subsystem  (KISS).   The  KISS  MENS  was 
approved  by  the  Under  Secretary  of  the  Army  in  September  1982.   KISS  will 
support  the  intelligence  requirements  of  the  Korean-unique  theater,  using 
technology  transfer  from  the  Department  of  Defense  Intelligence  Information 
System  (DODIIS).   In  conjunction  with  the  eventual  development  of  an  all 
source  analysis  system,  KISS  will  provide  communication  and  fusion 
capabilities  for  US/ROK  Combined  Forces.   Its  Initial  Operating  Capability 
(IOC)  is  projected  to  be  in  FY  85. 
(3)  (U)  Relocatable  Army  Processors  for  Intelligence  Data  in  Europe 
(RAPIDE).   RAPIDE  is  a  project  which  will  implement  a  transportable  peace  and 
war  time  automated  system  to  support  the  ODCSI  USAREUR.  RAPIDE 's 
configuration  includes  the  use  of  the  existing  I2S2  hardware.   The  Functional 
Description  identifying  USAREUR' s  Echelon  Above  Corps  IDHS  automation 
requirements  was  completed  in  FY  1982.  Planning  of  the  acquisition  cycle  is 
underway,  using  existing  technology  to  reduce  cost  and  to  minimize  risk. 
(4)  (U)  The  ACSI  Hewlett  Packard  System  (HP).  During  FY  82  DAMI-AM 
purchased  a  microcomputer  featuring  a  color  display  screen  and  an  eight-pen 
color  plotter.  The  ACSI  has  a  requirement  for  a  management  tool  to  yield  a 
report  or  graphic  representation  on  information  essentially  resident  in  the 
microcomputer  in  a  data  base.  This  data  base  will  contain  information  on 
sensors,  equipment,  personnel,  funding  and  units.  Through  automation  these 
facts  will  be  decision-making  aides  for  the  CSA  and  other  ARSTAF  principals 
for  allocating  Army  resources.  The  key  personnel  for  training  and  programming 
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have  been  assigned  and  work  is  well  underway.   A  requirement  to  purchase  two 
more  HP's  is  upcoming  in  FY  83. 
(5)  (U)  AEWIC  Quick  Reaction  Capability  //55  (MICROFIX). 
(a)  (U)  MICROFIX  is  an  interim  measure  to  provide  the  tactical 
intelligence  arena  with  an  automated  capability  to  absorb  the  vast  amount,  of 
information  continuously  arriving  on  a  tactical  analyst's  desk.   The  initial 
concept  of  MICROFIX  is  a  stand-alone  Apple  II  microcomputer  with  a  printer  and 
expanded  memory  which  will  provide  an  overlay  capability  through  the  use  of  a 
video  cassette  recording.  Additionally,  the  project  is  established  to  be  as 
user-friendly  as  possible  so  that  non-ADP  personnel  will  consider  it  to  be  a 
working  tool  rather  than  a  mystical  contrivance. 
(b)  (U)  Though  MICROFIX  is  a  FORSCOM  project,  this  office  became 
involved  to  provide  interface  between  the  Project  Manager's  office  and  DIA 
which  has  the  responsibility  of  some  files  which  are  to  be  used  by  MICROFIX. 
Since  MICROFIX  is  an  ongoing  growth  project — use,  learn,  develop — it  is 
important  for  us  to  continue  to  view  the  project  for  "lessons  learned"  in 
application  of  an  all  source  analysis  system. 
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SECTION  8 
SPECIAL  PROJECT  TEAM  (LITIGATION)  (U) 
1.  (U)  AN  OVERVIEW  OF  FY  82.   The  primary  function  of  the  Special  Project 
Team,  Litigation,  is  to  provide  dedicated  support  to  attorneys  from  the  Office 
of  the  Judge  Advocate  General  (OTJAG),  Office  of  the  General  Counsel,  and  the 
Office  of  the  Assistant  US  Attorney  in  those  intelligence-related  lawsuits 
brought  against  the  US  Army.   This  support  includes  providing  technical  advice 
and  assistance,  administrative  functions,  and  the  control  and  maintenance  of 
large  volumes  of  evidentiary  files,  many  of  which  were  sealed  and  segregated 
for  use  in  various  cases  in  litigation.   During  FY  1982,  the  Team's  activities 
were  devoted  primarily  to  the  BDC  v.   SecDef  Weinberger,  and  Sigler  v.  Levan 
cases.   Major  accomplishments  during  FY  1982  were: 
a.  (U)  BDC  v.  SecDef  Weinberger: 
(1)  (U)  Completion  of  the  review  of  Copy  2  and  original  documents  (1.2 
million  pages)  in  the  Sealed  and  Segregated  Files. 
(2)  (U)  Review  and  FOIA  staffing  for  re-release  of  documents  about 
which  Plaintiffs  had  questions  in  initial  release  form. 
(3)  (U)  Destruction  of  nearly  11  tons  of  evidentiary  files  at  HQDA. 
b.   (U)  Sigler  v.  LeVan: 
(1)  (U)  Completion  of  two  in  camera  Executive  claims  of  Privilege, 
over  information  presented  by  defendants  in  Affidavits,  for  signature  by  the 
Secretary  of  the  Army. 
(2)  (U)  Three  months  of  intense  negotiations  leading  to  the  out  of 
court  settlement  of  the  litigation. 
(3)  (U)  Archiving  or  returning  documents  held  for  litigation. 
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2.  (U)  MAJOR  ORGANIZATIONAL  CHANGES. 
a-   (U)  The  Special  Project  Team,  Litigation,  DAMI-ZCL,  is  a  Directed 
Military  Overstrength  authorization  of  the  OACSI,  and  this  temporary  authori- 
zation is  reviewed  annually  by  the  Directorate  of  Management,  Department  of 
the  Army,  for  increase,  decrease,  or  elimination.   Effective  1  June  1982,  the 
strength  authorization  was  again  renewed  at  four 
military  spaces.  This  extension  was  based  upon  the  status  of  settlement 
agreement  procedures  in  the  Berlin  Democratic  Club  (BCD),  et  al ,  v.  SecDef 
Weinberger,  et  al ,  litigation  and  its  projected  termination  by  December  1982. 
LIST  OF  KEY  PERSONNEL 
DATE  OF  ARRIVAL      DATE  OF  DEPARTURE 
CPT(P)  Charles  T.  Morello,  Jr.     15  Aug  80 
CW3  Thomas  S.  Grant  15  Sep  81  17  Sep  82 
SFC  Joe  P.  Fisher  1  Dec  80  30  Jun  82 
SSG  Samuel  Botchway  2  Nov  81 
SP5  Donald  R.  Mink  26  Aug  80  22  Oct  81 
b.  (U)  In  addition,  6  Reservists  augmented  the  Team  for  a  total  of  14 
weeks  and  one  Civilian  Summer  Hire  provided  typing  support  for  9  weeks.   These 
personnel  were  used  to  support  the  OACSI  and  OTJAG  document  review  effort  in 
which  thousands  of  classified  documents  were  reviewed  for  retention  or 
destruction  under  terms  of  the  BDC  settlement  agreement. 
3.  (U)  NARRATIVE. 
a.  (U)  Continuing  Functions. 
(1)  (U)  The  Special  Project  Team,  Litigation,  continued  to  provide 
legal  research  and  investigations  in  support  of  US  Army  and  Department  of 
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Justice  (DoJ)  attorneys  representing  the  government  defense  in  the  cases: 
Berlin  Democratic  Club,  et  al  ,  v.  SecDe_f_  Weinberger,  et  a]  (BDC  v. 
Weinberger)  Use  Slgler,  et  al  ,  v .  MG  _C.  J.  JLe  Van^,   et  a]  (Sigler  v.  LeVan) 
Socialist  Workers  Party,  et  al,  v.  Attorney  General _._  et  al  (SWP  v.  AC) 
Socialist  Workers  Party,  et  al,  v.  Joseph  Grubisec,  et  al   (SWP  v.  Grubisec) 
National  Lawyers  Guild,  et  al ,  v.  Attorney  General,  et  al   (NLG  v.  AG) 
American  Civil  Liberties  Union,  et  al,  v.  Chicago,  et  al  (ACLU  v.   Chicago) 
Alliance  to  End  Repression,  et  al,  v.  Legion  of  Justice,  et  al  (AER  v.  LOJ) 
Black  Panther  Party,  et  al  v.  William  F.  Smith,  et  al  (BPP  v.  Smith)  Founding 
Church  of  Scientology  et  al ,  v.  FBI  et  al  ( FCS  v.  FBI) 
(2)  (U)  The  team  a!<=o  performed  classification  review  actions, 
obtained  dossiers  relevant  to  ongoing  litigations,  and  coordinated  Army 
responses  to  Freedom  of  Information  and  Privacy  Act  request,  searches  of  the 
Counterintelligence  Reference  Files  System,  and  responses  to  DoJ  requests 
relative  to  electronic  surveillance  requests  under  provisions  of  18  U.S.C. 
3504. 
b«  (U)  Major  Projects.  The  BDC  v.  Weinberger  case  went  through  the 
final  stages  of  stipulations  of  the  Settlement  Agreement.  Sigler  v.  LeVan, 
SWP  v.  Grubisec,  ACLU  v.  Chicago,  and  BPP  v.  Smith  were  closed  during  the  FY. 
(1)  (U)  BDC  v.  Weinberger.   DAMI-ZCL,  as  custodian  of  the  Sealed  and 
Segregated  Files  for  this  litigation,  initiated,  ran  and  completed  a  review  of 
1.2  million  pages  for  the  identification  of  documents  (30,000  pages)  which,  by 
reason  of  the  Settle  Agreement,  had  to  be  retained  after  the  case  would  close. 
On  26  February  1982,  the  Plaintiff's  response  to  documents  released  on  2  March 
1981  was  received.  Documents  in  the  response  were  re-screened  and  on  14  April 
1982  these  documents — as  changed — or  the  basis  for  no  further  release,  was 
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sent  to  the  Plaintiffs.   On  2  August  1982,  after  much  negotiation,  the  US 
Attorney  concurred  that  the  litigation  was  terminated  and  permitted  the  Army 
to  begin  destroying  the  1.5  million  pages  of  evidentiary  files  which  had  been 
identified  for  destruction.   On  1  September  1982,  the  destruction  process  was 
begun  and  on  21  September  the  final  segment  of  documents  were  burned  at  the 
incinerator  at  Vint  Hill  Farms  Station. 
(2)  (U)  Sigler  v.  LeVan.   From  October  1981  to  January  1982,  DAMI-ZCL 
personnel  screened  affidavits  of  the  seven  living  Defendants  and  prepared  to 
go  into  court.   This  included  preparation  of  two  Executive  Claims  of  Privilege 
for  signature  by  the  Secretary  of  the  Army.   Simultaneously  DAMI-ZCL,  DAJA-LTM 
and  Department  of  Justice  and  civilian  defense  attorneys  were  involved  in 
intense,  detailed  negotiations  to  settle  out  of  court.   On  19  March  1982,  in  a 
sealed  settlement  agreement,  the  case  was  settled  out  of  court.   In  June  1982, 
DAMI-ZCL  concluded  updating  the  Sigler  dossier  and  returned  it  to  USAIRR, 
officially  closing  the  OACSI  involvement  in  the  litigation. 
(3)  (U)  SWP  v.  Grubisec.   In  January  1982,  the  court  stipulated 
dismissal  of  the  case.   In  August,  DAMI-ZCL  began  screening  its  dossiers  for 
those  to  be  returned  to  USAIRR. 
(4)  (U)  ACLU  v.  Chicago.   On  19  July  1982,  the  court  accepted  a 
Settlement  Agreement  wherein  the  ACLU  dropped  all  charges,  provided,  basi- 
cally, that  Department  of  Defense  agree  to  abide  b>  £.11  laws  and  internal 
ordinances  in  the  city  of  Chicago. 
(5)  (U)  AER  v.  Chicago.   The  19  July  1982  Settlement  Agreement  in  ACLU 
v.  Chicago  also  pertained  to  AER  v.   Chicago  except  in  two  points,  which  were 
still  under  negotiation.   As  a  result,  a  "non-destruct  order"  was  upheld  by 
the  court  for  both  cases.  DAMI-ZCL  programmed  the  return  of  all  dossiers  for 
8-4 
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both  cases  to  USAIRR  for  temporary  segregation  pending  termination  of  the 
"non-destruct  order".   DAMI-ZCL  screened  all  files  for  the  cases  to  identify 
those  documents  which  must  be  retained  and  identified  all  other  documents  for 
destruction  when  permission  is  given. 
(6)  (U)  BPP  v.  Smith.   On  2  July  1982,  the  Supreme  Court  vacated  a 
court  of  appeals  decision  in  favor  of  the  BPP  and  remanded  the  case  to  the 
district  court  with  instructions  to  dismiss  the  case.   On  30  August,  DAMI-ZCL 
destroyed  all  unnecessary  documents  in  this  case  and  released  all  related 
dossiers  to  USAIRR  for  normal  processing. 
(7)  (U)  SWP  v.  AG.   In  November  1981  and  February  1982,  the  attorneys 
for  the  defense  and  plaintiffs,  respectively,  presented  legal  briefs  to  the 
court.   At  the  close  of  the  FY,  all  concerned  were  still  awaiting  a  decision 
from  the  court.   Further  active  OACSI  participation  is  not  expected  to  be 
required,  although  DAMI-ZCL  will  continue  to  be  custodian  of  the  intelligence- 
related  files  of  this  litigation  until  the  case  is  officially  closed. 
(8)  (U)  NLG  v.   AG.  Early  in  the  FY,  the  attorneys  prepared  and  filed 
a  motion  for  summary  judgement  against  the  Plaintiffs.   Since  January  the 
court  has  been  reviewing  each  allegation,  issue  by  issue,  and  passing   judge- 
ment in  each  issue  separately.  Further  active  OACSI  participation  is  not 
expected  to  be  required,  although  DAMI-ZCL  will  continue  to  be  custodian  of 
the  intelligence-related  files  of  this  litigation  until  the  case  is  officially 
closed . 
(9)  (U)  FCS  v.  FBI.   There  was  no  active  OACSI  participation  in  this 
litigation  during  the  FY. 
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c.  (U)  Bibl iography. 
(1)  (U)   Litigation  Case  File,  Use  Sigler,  et  a],  v.  MG  C.J.  LeV'an,  et 
aj,  prepared  by  DAJA-LTM  and  filed  in  US  Archives,  Washington,  DC,  April  1982. 
(2)  (U)   Litigation  Case  File,  Socialist  Workers'  Party,  et  al  v.  Joseph 
Grubisec,  et  al ,  prepared  by  DAJA-LTD  and  filed  in  US  Archives,  March  1982. 
(3)  (U)  Joint  Motion  for  Dismissal,  American  Civil  Liberties  Union,  et 
al,  v.  City  of  Chicago,  et  al,  Civil  No.  75  C  3295,  District  Court  for  the 
Northern  District  of  Illinois,  29  June  1981. 
(4)  (U)   Litigation  Case  File,  Black  Panther  Party,  et  al,  v-   William 
French  Smith,  et  al,  prepared  by  DAJA-LTD,  and  filed  in  US  t~ -.hives,    September 
1982. 
(5)  (U)  Joint  Motion  for  Dismisal,  Berlin  Democratic  Club,   el  a 1 ,  v . 
Harold  Brown,  et  al  (now  Caspar  Weinberger),  Civil  No.  74-310,  US  District 
Court  for  the  District  of  Columbia,  4  April  1980. 
8-6 
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SECTION  9 
US  ARMY  INTELLIGENCE  OPERATIONS  DETACHMENT  (U)      ~ 
1.  (U)   GENERAL.   The  US  Army  Intelligence  Operations  Detachment  (IOD) 
(UIC:   W31X)  continued  operations  throughout  FY  1982  as  a  field  operating 
agency  (FOA)  of  OACSI.   Elements  of  IOD  during  the  fiscal  year  were: 
OACSI  Watch  Office  (Intelligence  Command  and  Control  Office) 
Red  Team  (Project  Manager's  Office) 
Current  Intelligence  Division 
Foreign  Liaison  Office 
The  first  three  elements  are  reported  in  this  section;  the  FY  1982  histori- 
cal  review  for  foreign  liaison  activities  is  reported  in  Section  5. 
2.  (U)  OACSI  Watch  Office  (DAMI-FIO) 
a.   (U)   An  Overview  of  FY  1982. 
(1)  (U)  FY  82  was  a  year  marred  by  the  death  of  Middle  Eastern 
Country's  leader,  the  kidnapping  of  a  US  Army  general  officer,  and  a  con- 
tinuation of  bloodshed  in  Central  America,  the  South  Atlantic,  Eastern 
Europe,  the  Middle  East,  Africa,  and  Southeast  Asia. 
(2)  (U)   Some  of  the  major  events  of  FY  82  are  listed  below: 
The  assassination  of  Egypt's  president  Sadat,  the  coup  attempt  in  the 
Seychelles  Islands,  the  Israeli  attempts  to  annex  the  Golan  Heights,  the 
declaration  of  Martial  Law  in  Poland,  the  kidnapping  of  Army  BG  Dozier  by 
the  Red  Brigades  in  Italy,  the  death  of  Array  LTC  Ray,  the  Assistant 
Military  Attache  in  Paris,  the  attempt  against  the  life  of  GEN  Kroesen,  the 
alleged  presence  of  Libyan  assassination  squads  in  the  United  States,  the 
9-1 
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UNCLASSIFIED 
Argentine  -  UK  conflict  over  the  Falkland  Islands,  the  insurgency  problems 
in  El  Salvador,  Guatemala,  Honduras,  and  Nicaragua,  the  continuing 
Iran-Iraq  war,  the  Israeli  invasion  of  Lebanon,  the  continuing  S.  Africa  - 
Angola  problem,  the  internal  conflicts  within  Chad,  the 
Sudan-Ethopia-Soraalia  conflict,  the  Soviet  Involvement  in  Afghanistan,  and 
the  armed  conflict  stemming  from  Vietnam's  invasion  of  Kampuchea. 
(3)  (U)  There  were  no  serious  problems  regarding  the  enlisted 
personnel  situation  in  the  Watch  Office  during  FY  82.   At  no  time  were 
there  less  than  four  NCOs  available  for  duty. 
(4)  (U)  The  officer's  situation  was  markedly  different  than  that 
of  the  NCOs.   For  six  months  three  watch  officers  fulfilled  the  respon- 
sibilities that  are  normally  carried  by  a  full  compliment  of  five  officers. 
MILPERCEN  was  tasked  by  the  ACSI  to  provide  the  Watch  with  two  officers  who 
were  graduating  from  the  June  1982  MI  Officer's  Advanced  Course.   MILPERCEN 
failed  to  do  so  and  was  not  able  to  bring  the  officer  strength  in  the  watch 
up  to  five  until  September  1982.   MILPERCEN  inability  to  obtain  two  offi- 
cers for  the  Watch  in  June  of  1982  caused  a  hardship  for  the  Watch  Office. 
Additionally,  for  a  two  month  period,  the  Watch  Office  operated  without  a 
Chief. 
b.   (U)   MAJOR  ORGANIZATIONAL  CHANCES. 
(1)  (U)  The  OACSI  Watch  Office  did  not  undergo  any  organization 
changes  in  FY  82.  The  office's  Indication  and  Warning  mission  began  to 
become  more  of  a  Current  Intelligence  mission  during  the  later  months  of  FY 
82.   During  FY  82,  the  Watch  office  chief  position  changed  hands,  as  did 
9-2 
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UNCLASSIFIED 
all  five  watch  officer  positions  and  four  watch  NCO  positions. 
(2)  (U)   List  of  Key  Personnel  Changes: 
(a)   (U)   Departures: 
J_   (U)   CPT  S.  C.  Schrum,  Watch  Team  Chief,  departed  the 
Watch  in  October  1981  to  become  the  Executive  Officer  for  the  Director  of 
Foreign  Intelligence  OACSI. 
2  (U)  CPT  D.  M.  Barletta,  Watch  Team  Chief,  departed 
the  Watch  in  January  1981  to  become  Executive  Officer  for  the  Director  of 
Counterintelligence,  OACSI. 
3  (U)  CPT  J.  E.  Vockel,  Watch  Team  Chief,  resigned  his 
commission  in  April  1982  and  became  a  civilian. 
A    (U)   Upon  his  commissioning  in  April  1982,  SSG  F.  R. 
Shirer,  Watch  Team  NCO,  departed  the  Watch  to  attend  the  MI  Officer's  Basic 
Course  at  Ft  Huachuca,  AZ. 
5  (U)  MAJ  M-  K  Shiroma,  Chief  of  the  Watch  Office, 
departed  the  Watch  in  May  1982  to  become  a  member  of  the  Staff  Action 
Control  Office,  OACSI. 
6  (U)   SFC  T.  M.  Sessions,  Watch  Team  NCO,  departed  the 
Watch  in  May  1982  on  PCS  to  USA  MILPERCEN  Korea. 
7  (U)   SSG  R.  P.  Lambert,  Watch  Team  NCO,  departed  the 
Watch  in  August  1982  and  was  assigned  to  the  Human  Intelligence  Division  of 
the  Intelligence  Systems  Directorate  of  the  OACSI. 
(b)   (U)  Arrivals: 
1        (U)   CPT  W.  H.  McFarland  arrived  from  the  MI  Officers' 
Advanced  Course  in  October  1981  and  became  a  Watch  Team  Chief. 
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i  i  f ;
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2  (U)  SSG  S.  M.  Paul  arrived  from  the  501st  Ml  Bn , 
Germany  in  October  1981  and  became  a  Watch  Team  NCO. 
3  (U)  CPT  I.  D.  Krestyn  arrived  from  the  MI  Officer's 
Advanced  Course  in  November  1981  and  became  a  Watch  Team  Chief. 
A   (U)  CPT  T.  E.  Thompson  arrived  from  the  2d  ID,  in 
Korea,  in  January  1982  and  became  a  Watch  Team  Chief. 
5  (U)   SSG  A.  F.  Krebs  arrived  from  the  452d  MI  Bn, 
Alaska,  in  March  1982  and  became  a  Watch  Team  NCO. 
6  (U)  SSG  J.  R.  Whary  arrived  from  the  102d  MI  Bn, 
Korea,  and  became  a  Watch  Team  NCO. 
7  (U)   SSG  R.  L.  Fairchild  arrived  from  the  527th  MI 
Bn,  Germany,  and  became  a  Watch  Team  NCO. 
8  (U)  MAJ  D.  J.  Hutsko  arrived  from  Recruiting 
Command,  Heidelberg,  Germany  in  July  1982  and  became  Chief  of  the  Watch 
Office. 
9^   (U)  CPT  C.  Johnson  arrived  from  Germany  in  August 
1982  and  served  as  a  Watch  Officer  for  one  month  before  leaving  for  an 
assignment  at  the  Defense  Intelligence  School. 
10   (U)  CPT  P.  G.  Torok  arrived  from  the  MI  Officers'  Advanced 
Course  in  September  1982  and  became  a  Watch  Team  Chief. 
1_1  (U)  CPT  J.  S.  Hudson  arrived  from  the  MI  Officer's 
Advanced  Course  in  September  1982  and  became  a  Watch  Team  Chief. 
(c)   (U)   The  following  listed  personnel  continued  their 
assignments  within  the  Watch  Office  during  FY  82: 
9-4 
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J^   (U)   SSG  D.  W.  Seaman  continued  his  duty  as  a  Watch  Team 
NCO.   He  was  assigned  to  the  Watch  Office  in  August  1980. 
2   (U)   SF'5  J.  M.  Fox  continued  his  duty  as  the  Watch 
Offices'  Administrative  Specialist.   He  was  assigned  to  the  Watch  in  September 
1981. 
C   (U)   NARRATIVE  OF  ACTIVITIES. 
(1)  (U)  Continuing  Functions.   The  primary  mission  of  the  Watch  Office 
continues  to  be  providing  timely  and  accurate  Indications  and  Warning  support  to 
Headquarters,  Department  of  the  Army.   The  Watch  is  responsible  for  insuring  the 
rapid  dissemination  of  time  sensitive  intelligence  and  other  significant  infor- 
mation to  senior  Army  decisionmakers.   The  Watch  Office  personnel  maintain  con- 
tact and  effect  coordination  with  Washington,  DC  area  national-level 
intelligence  operations  centers  and  other  US  Armed  Services'  intelligence  orga- 
nizations.  The  Watch  Officers  develop  and  present  concise  oral  briefings,  and 
intelligence  information  papers,  for  the  ACSI  and  DCSOPS  on  a  daily  basis.   On 
occasion,  the  Watch  Officers  prepare  these  products  for  other  senior  Army  deci- 
sionmakers. The  Watch  Office  maintains  responsibility  for  performing  staff  duty 
function  for  OACSI  during  non-duty  hours. 
(2)  (U)  Major  Projects. 
(a)  (U)  The  Watch  Office  received  a  reproduction  machine  in  FY82 
to  effect  the  reproduction  of  SCI  material. 
(b)  (U)  The  Watch  Office  received  a  micro-fiche  reader/printer. 
This  machine  will  ease  some  of  the  office's  administrative  workload. 
9-5 
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1     J.     w
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(c)   (U)  The  introduction  of  WWIMS,  the  World-Wide  Indicator 
Monitoring  System,  was  effected. 
3.   (U)   Project  Manager's  Office  (Red  Team)  (DAMI-FRT) 
a.  (U)  An  Overview  of  FY  1982. 
(1)  (U)  The  Red  Team  monitors  the  development  and  application  of  both 
dynamic  and  static  threat  assessments  in  support  of  Army  plans  and  programs,  and 
it  advises  the  ACSI  and  DA  staff  on  the  integration  of  all  source  intelligence 
into  a  comprehensive  assessment  of  Soviet  and  Warsaw  Pact  ground  forces  at  army 
level  and  above.   It  is  administratively  assigned  to  the  US  Ar-^y  Intelligence 
Operations  Detach aent  (USAIOD)  under  AR  10-61. 
(2)  (U)  The  Red  Team  accomplishes  its  mission  by  providing  direct,  on- 
site  assistance  to  agencies  preparing  for,  conducting,  or  reviewing  war  games 
and  simulations  which  provide  substantial  input  to  Army  force  and  budgetary 
decisions.   Such  assistance  is  directed  toward  insuring  an  accurate  and 
realistic  portrayal  of  the  Soviet  and  Warsaw  Pact  war-fighting  capability.   Red 
Team  personnel  develop  and  maintain  the  expertise  needed  for  this  through  con- 
tinuous review  and  analysis  of  intelligence  materials. 
(3)  (U)  In  FY  1982,  the  Red  Team  made  a  significant  contribution 
toward  Army  readiness  by  carrying  out  its  mission. 
b.  (U)  Key  Personnel. 
(1)  (U)  Colonel  Paul  H.  Gillespie,  Jr.,  Chief  1  Oct  1981  -  31  Aug 
1982. 
(2)  (U)  LTC(P)  Frederick  G.  Myer,  Chief,  1  Sep  1982  -  30  Sep  1982. 
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119
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c •   ( U )   Narrative  of  Activities . 
(1)   (U)  Continuing  Functions. 
(a)  (U)   LTC  Mitchell  and  Mr.  Salisbury  in  a  joint  effort 
with  USAITAC  developed  and  wrote  a  force  projection  document  entitled 
Soviet  Tank,  Motorized  Rifle,  and  Airborne  Divisions  in  the  Year  2000 
(U). 
(b)  (U)  LTC  Mitchell,  Mr.  Salisbury,  and  Mr.  Sloan  researched 
and  wrote  the  "Front  Operations"  chapter  of  the  Supporting  Analysis  volume 
of  NIE  11-14. 
(c)  (U)   During  June,  Mr.  Sloan,  Mr.  Salisbury,  and  Mr. 
Knight  participated  as  Red  force  players  in  the  Global  Exercise  (GLOBEX  - 
82)  conducted  by  the  National  Defense  University.   Planning  and  preparation 
for  the  exercise  also  involved  Team  members,  as  has  planning  for  GLOBEX  - 
83  since  June. 
(d)  (U)   In  July,  Mr.  Sloan,  Mr.  Salisbury,  and  Mr.  Knight 
participated  as  Red  force  organizers  and  players  at  the  REDCOM  Summer 
Feasibility  Study  conducted  at  the  US  Array  War  College  (AWC) .   In  this 
exercise,  the  McClintic  Theater  Model  (MTM)  was  tested  and  evaluated  as  a 
tool  for  theater  contingency  planning.  Advice  was  provided  to  AWC  and 
REDCOM  on  this  model  and  on  the  philosophy  of  gaming  as  a  tool  for  con- 
tingency planning.   The  CSA  and  CINCREDCOM  received  briefings  from  Red  Team 
members. 
(e)  (U)   Scenario  Oriented  Recurring  Evaluation  System 
(SCORES).   This  effort  was  supported  with  data,  data  reviews,  and  direct 
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120
unclassified: 
interface  with  the  threat  analysts  at  TRADOC  and  CACDA.   Periodic  scenario 
reviews  have  taken  place  to  ensure  proper  threat  portrayal.   Additional 
support  was  provided  by  1TAC  in  support  of  this  effort.   The  results  of 
this  program  will  be  used  for  US  force  development. 
(f)   (U)  TFCA:   Red  Team  support  for  this  JCS-Studies  Analysis 
and  Gaming  Agency  (SAGA)  wargaming  exercise  has  been  continuous  throughout 
the  year.   Involvement  has  included  the  development  of  basic  threat  data, 
coordination  of  that  data  with  D1A  and  the  actual  wargaming  in  support  of 
ODSCOPS  -  Plans.   This  effort  has  consumed  at  least  three  man  days  per  week 
during  the  year.   This  wargamimg  experience  has  had  beneficial  effects  in 
other  Red  Team  wargame  support  activities,  especially  at  CAA  and  CACDA. 
(g)   (U)  PPBS  Program  Support:   ODCSOPS  conducts  a  continuous 
series  of  studies  and  analyses  in  support  of  their  efforts  related  to  the 
budget  and  planning  cycle.   Each  of  these  studies  requires  significant  data 
inputs  which  must  be  monitored  by  the  Red  Team  on  a  continuous  basis.   This 
involves  weekly  visits  and  meetings  to  ensure  proper  threat  data  and 
portrayal  in  the  various  studies.   This  also  involves  the  preparation  of 
ACSI  General  Officers  for  the  various  required  General  Officer  Study 
Advisory  Group  meetings  which  are  held  periodically  to  brief  the  ongoing 
studies  of  study  results  and  seek  guidance  or  approval  from  the  General 
Officer  principals.   During  the  year  the  final  GO  SAG  was  held  for  P88E,  a 
study  focused  on  the  Middle-East  in  the  1987  timeframe,  requiring  signifi- 
cant and  continuous  threat  support.   This  R87M  study  will  not  be  concluded 
until  early  1983.   The  OMNIBUS  study  conducted  by  CAA  for  ODCSOPS  and  sup- 
ported by  the  Red  Team  determines  the  support  of  its  principal  operational 
9-8 
Classified 
m
plans  in  light  of  Army  force  readiness  changes  as  structure  changes,  and 
resource  programs  are  Implemented.   This  annual  study  evaluates  the  US  Army 
capabilities  and  develops  recommendations  for  the  improvement  of  the  overall 
''readiness  posture.   Specifically,  OMNIBUS  supports  the  Program  Objective 
Memorandum  (POM)  and  budget  development,  mission  area  analysis,  Congressional 
budget  hearings,  OSD  major  Issues,  Total  Army  Analysis  (TAA)  and  the  Army 
Logistics  Assessment,  plus  the  Army  Input  to  the  Joint  Strategic  Capabilities 
Plan  (JSCP),  the  Joint  Strategic  Planning  Document  (JSPD),  the  Army 
Mobilization  and  Operations  Planning  System  (AMOPS)  and  the  annual  briefing  to 
the  CSA  on  the  current  state  of  Army  force  readiness. 
(h)   (U)  Army  Force  Planning  Data  and  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  OACSI. 
(i)   (U)  Additional  data  is  provided  in  the  form  of  document  and 
threat  paper  reviews  for  TRADOC,  CACDA,  TRASANA,  DIA,  CIA,  ITAC,  FSTC,  MIA, 
and  other  elements  of  OACSI.   Specific  threat  support  has  been  provided  to  the 
Nuclear  division  in  its  efforts  to  upgrade  US  Army  nuclear  capabilities. 
(2)   (U)  Major  Projects 
(a) 
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199
(b)  (U)   Soviet  Battlefield  Development  Plan  (SBDP).  Mr. 
Sloan  wrote  Volume  I  and  LTC  Mitchell  participated  in  writing  Volume  VIII. 
(c)  (U)  Army  Model  Improvement  Program  (AMIP).   The  Red  Team 
has  played  an  active  role  in  support  of  AMIP  during  the  past  year.   It  contri- 
buted to  the  development  cf  functional  area  representational  objectives 
(FAROs)  which  describe  in  detail  the  major  processes,  their  performance,  and 
control  within  areas  such  as  fire  support,  air  defense,  etc.   During  FY  82, 
FAROs,  were  submitted  to  the  Army  Model  Improvement  Management  Office  (AMMO) 
for  the  Corps/Division  Evaluation  Model  (CORDIVEK)  and  the  theater  level  model 
(FORCEM).   The  FARO's,  along  with  user  requirements,  will  assist  the  modeler 
in  the  evaluation  of  contrasting  modeling  concepts  and  permit  selection  and 
development  of  the  appropriate  ones  to  achieve  objectives.   Close  contact  is 
continuing  with  modelers  at  Concepts  Analysis  Agency  to  resolve  questions  and 
meet  additional  requirements. 
(d)  (U)   Land  Armament  and  Manpower  Model  (LAMM).  The  Red  Team 
has  recently  assuned  responsibility  as  the  principal  OACSI  point  of  contact 
& 
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for  LAMM  matters.   During  the  year  it  participated  in  the  development  of 
decision  rules  which  governed  the  initial  Soviet  ground  force  projections 
from  1982-2000  which  are  now  in  the  LAMM  automated  data  base.   Currently 
it  is  contributing  to  a  major  reexamination  of  the  projections  to  determine 
the  validity  of  decision  rules  used  to  make  estimated  in  the  areas  of 
organization,  equipment,  and  force  growth. 
A.   (U)  Current  Intelligence  Division  (DAMI-FIC). 
a.   (U)   An  Overview  of  FY  82 
(1)  (U)  During  FY  82,  DAMI-FIC  fulfilled  its  mission  of  providing 
daily  all-source  intelligence  support  to  the  Array's  leadership  and  the 
major  Army  commands.   A  number  of  senior  civilian  and  military  leaders  com- 
mented favorably  on  timeliness,  completeness,  and  depth  of  analysis  of 
DAMI-FIC  reporting.   Of  particular  note  is  the  comment  made  by  the 
Chairman,  Joint  Chiefs  of  Staff,  GEN  Vessey,  to  the  effect  that  he  missed 
the  Army's  ACSI  Black  Book  and  that  the  current  intelligence  product  now 
provided  to  him  does  not  inform  him  as  well  as  the  Black  Book  had. 
(2)  (U)  During  FY  82,  there  was  a  substantial  (approximately  15 
percent)  increase  in  the  number  of  reports/analyses  provided  to  the  Black 
Book/Intelligence  Summary  readership  and  an  even  greater  (approximately  30 
percent)  increase  in  the  graphics  support  provided  to  OACSI  and  other  DA 
Staff  elements. 
(3)  (U)  Of  some  concern  has  been  the  assignment  to  DAMI-FIC  of 
less  than  fully  qualified  Foreign  Area  Officers  (FAO)  as  area  analysts. 
The  lack  of  fully  qualified  Soviet  analysts  is  of  particular  concern. 
DAMI-FIC  is  authorized  three  Soviet  analysts  (including  the  Branch  Chief); 
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