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G 
Forei_ 
Science 
and 
Technology 
Center 
FY  63  -  FY  77 
-a  • 
A^3
US  ARMY  FOREIGN  SCIENCE  AND 
TECHNOLOGY  CENTER 
UNIT  HISTORY 
1  August  1962  through  30  September  1977 
INDEX 
Chapter  Page 
GENERAL    1 
ORGANIZATION,  FY  1963    I                3 
FY  1964  and  FY  1965    II               5 
FY  1966  and  FY  1967    Ill               7 
FY  1968  and  FY  1969    IV               9 
FY  1970  and  FY  1971    V              11 
FY  1972  and  FY  1973-    VI              15 
FY  1974  and  FY  1975    VII              17 
FY  1976,  FY  197T,  and  FY  1977   i 
  VIII              19
GENERAL 
The  United  States  Army  Foreign  Science  and  Technology  Center  (FSTC)  is  a  separate  field 
activity  under  the  operating  control  of*  the  Director,  Development  and  Engineering 
Directorate,  Headquarters,  US  Army  Materiel  Development  and  Readiness  Command 
(DAROOM).  The  FSTC  general  mission  is  to  provide  all-source  worldwide  foreign 
intelligence  to  meet  the  requirements  of  DARCOM,  Department  of  the  Army,  and 
Department    of   Defense    elements. 
Since   its   organization   in    1962   the    FSTC   mission   has   remained  relatively 
unchanged. 
One  FSTC  division,  the  Field  Support  Division,  is  located  at  Aberdeen  Proving  Ground, 
Maryland.  This  division  was  created  from  resources  of  the  Scientific  and  Technical 
Information  Team— CONUS  and  the  Foreign  Technical  Intelligence  Office,  an  element  of 
the  US  Army  Garrison,  Aberdeen  Proving  Ground,  Maryland. 
Since  becoming  an  active  US  Army  element,  FSTC  has  undergone  four  major 
reorganizations  and  has  occupied  four  different  buildings  ).  These 
four  locations,  in  order  of  movement,  were  Building  A,  Arlington  Hall  Station,  Arlington, 
Virginia;  the  Munitions  Building,  Constitution  Avenue,  Washington,  DC;  Building  T-7  at 
Gravelly  Point,  Washington,  DC;  and  finally  the  Federal  Office  Building,  Charlottesville, 
Virginia 
To  provide  a  better  understanding  of  the  basic  FSTC  mission,  which  is  to  produce  scientific 
and  technical  intelligence  on  foreign  ground  forces,  an  explanation  of  the  concepts  of 
operations  is  provided  in  and  an  explanation  of  tasking  procedures  is  provided  in 
(Reverse  Blank)
CHAPTER  I  -  ORGANIZATION,  FY  1963 
The  increasing  emphasis  placed  on  technological  research  and  development  since  World 
War  II,  and  the  establishment  of  the  United  States  Army  Materiel  Command  brought  about 
the  reorganization  of  the  Army's  technical  intelligence  resources. 
Prior  to  1962  the  individual  technical  services,  i.e.,  Signal,  Ordnance,  Quartermaster, 
Engineer,  Chemical,  etc.,  operated  independently,  utilizing  their  own  intelligence  offices  and 
facilities  to  meet  their  own  special  requirements,  As  a  prelude  to  eventual  centralization  of 
the  Army's  technical  intelligence  resources,  the  Assistant  Chief  of  Staff  for  Intelligence 
(ACSI),  Department  of  the  Army  (DA),  entered  into  an  agreement  to  centralize  the  working 
element  of  the  Assistant  Chief  of  Staffs  Technical  Intelligence  Division  and  most  of  the 
technical  services  intelligence  offices.  The  new  offices  were  located  at  Arlington  Hall 
Station.  This  action  was  taken  during  the  last  part  of  the  1950s  and  proved  to  be  most 
beneficial  when  the  actual  merger  of  these  resources  took  place  a  few  years  later. 
In  the  post  Sputnik  years,  during  the  planning  stages  of  the  general  Army  reorganization, 
the  question  arose  as  to  where  administratively  the  Army's  technical  intelligence  resources 
belonged— under  ACSI,  DA,  under  the  newly  organized  Defense  Intelligence  Agency,  or  in 
the  proposed  Army  Materiel  Command  (AMC).  The  decision  to  place  the  Army's  scientific 
and  technical  intelligence  resources  under  the  Army  Materiel  Command  was  based  on  the 
need  for  intelligence  on  foreign  research  and  development  activities,  to  prevent 
technological  surprise.  (The  Air  Force  Materiel  Command  and  its  subordinate  Foreign 
Technology  Division  and  the  Army's  recently  reorganized  missile  development  activities 
served  as  models  for  this  new  organization.) 
During  the  planning  stages  of  the  Army  reorganization,  ACSI  supervised  an  ad  hoc 
committee  charged  with  developing  a  centralized  technical  intelligence  agency.  They 
selected  the  name  Foreign  Science  and  Technology  Center  and  began  organizing  functional 
elements  along  the  lines  of  the  original  technical  intelligence  offices.  Thus,  the  Combat 
Materiel  Division  was  created  from  the  former  Ordnance  Intelligence  Office;  the 
Communications  and  Electronics  Division  from  the  Signal  Intelligence  Office;  the  Atomic, 
Biological,  Chemical  Division  from  the  Chemical  Intelligence  Office;  and  the  General 
Equipment  and  Transport  Division  from  the  Engineer  and  Quartermaster  Intelligence 
Offices.  For  the  most  part,  ACSI,  DA,  personnel  went  into  the  Weapon  Systems  Office, 
Basic  Sciences  Office,  and  the  Missile  and  Space  Division.  Support  and  administrative 
personnel  were  placed  in  the  Support  Division.
On  1  August  1962  the  Foreign  Science  and  Technology  Center  was  established  as  a  Class  II 
activity  under  the  command  jurisdiction  of  Headquarters,  United  States  Army  Materiel 
Command.  The  authority  was  General  Order  No.  57,  Headquarters,  Department  of  the 
Army,  dated  27  September  1962,  and  General  Order  No.  10,  Headquarters,  US  Army 
Materiel  Command,  dated  17  August  1962. 
The  Foreign  Science  and  Technology  Center  began  operation  with  "hardware"  oriented 
personnel  from  the  technical  services,  where  emphasis  had  been  on  weapon  characteristics. 
Colonel  Harrison  Hardin  was  appointed  the  Commanding  Officer  and  the  unit  remained  at 
Arlington  Hall  Station.  Colonel  Hardin  began  melding  FSTC  into  a  single  cohesive  unit, 
uniting  the  library  and  support  services,  developing  a  management  system  to  resolve 
jurisdictional  responsibilities,  and  developing  standard  operating  procedures. 
As  with  any  newly  formed  organization,  the  Foreign  Science  and  Technology  Center 
experienced  its  share  of  problems  during  the  early  stages  of  its  operation.  The  orderly 
development  of  the  Center  was  delayed  by  personnel  cuts,  hiring  freezes,  and  conflicts  over 
jurisdictional  responsibilities.  The  lack  of  full-time  civilian  personnel  specialists  delayed  the 
recruitment  process,  forcing  FSTC  to  operate  at  about  75%  of  the  363  civilians  authorized. 
At  the  end  of  the  fiscal  year  a  total  of  51  "hardcover"  studies  had  been  produced,  and 
FSTC  was  notified  that  they  would  be  relocated  to  the  Munitions  Building  on  Constitution 
Avenue,  Washington,  DC.
CHAPTER  II  -  FY  1964  and  FY  1965 
FSTC  moved  to  the  Munitions  Building.  Production  tasking  procedures  changed,  a  new 
commanding  officer  was  appointed,  and  the  personnel  problems  continued. 
Following  the  notice  that  FSTC  would  be  relocated  to  the  Munitions  Building,  many 
personnel  started  looking  for  o'.her  employment,  adding  to  the  already  critical  problems  of 
recruiting  and  retaining  personnel.  The  move  also  created  security  problems  not  present  at 
Arlington  Hall.  Controlled  access  to  the  Munitions  Building  was  maintained  only  during 
non-duty  hours,  thus  internal  security  procedures  had  to  be  changed.  A*  movement 
committee  was  established  under  the  direction  of  the  Support  Division  Chief, 
Dr.  Bernard  Lieb,  and  planning  for  the  move  began.  Although  no  records  from  the  move 
were  retained,  it  is  known  that  only  a  minor  disruption  in  production  occurred.  The  move 
was  made  during  off-duty  hours,  and  persoimel  reported  to  the  Munitions  Building  on  the 
morning  after  their  move  was  scheduled.  However,  considerable  difficulty  was  encountered 
in  moving  some  of  the  heavier  equipment  into  the  building.  The  assigned  floor  space  was 
inadequate  from  both  a  working  and  a  security  aspect. 
On  1  September  1964  Colonel  Hardin  retired  from  the  service.  His  replacement  was 
Colonel  Francis  C.  Fitzpatrick,  who  assumed  command  of  the  Foreign  Science  and 
Technology  Center  on  12  October  1964. 
During  FY  64,  59  "hardcover"  studies  were  produced  and  353  "unscheduled,  quick 
reaction"  requirements  were  answered.  This  represented  about  65%  of  the  scheduled 
production  requirements.  A  backlog  in  the  support  area  continued  due  to  personnel 
shortages.  In  FY  65  only  51  "hardcover"  studies  were  published  while  548  "unscheduled, 
quick  reaction"  tasks  were  completed. 
During  these  years  it  became  apparent  that  the  original  organization  required  some  revision, 
particularly  in  the  support  area.  Several  plans  wtre  drawn  up  and  the  matter  was  discussed 
with  AMC  Headquarters. 
(Reverse  Blank)
CHAPTER  IH  -  FY  1966  and  FY  1967 
During  FY  66  and  FY  67  the  Foreign  Science  and  Technology  Center  underwent  a  major 
reorganization.  Production  of  "hardcover"  studies  showed  a  sharp  increase,  but  staffing 
problems  continued  to  plague  the  Center.  A  new  Commanding  Officer  assumed  command  of 
the  Center,  and  the  FSTC  responsibilities  and  missions  took  on  greater  dimensions. 
A  continuous  backlog  of  work  in  the  support  area  caused  most  of  the  production  delays 
experienced  by  the  Center  during  this  period.  To  alleviate  this  backlog  a  new  Table  of 
Distribution  and  Allowances  (TDA)  was  prepared  );  three  directorates  were 
established  and  the  former  support  division  was  reorganized.  Staff  offices  were  established 
to  provide  needed  support  and  new  branches  were  added  to  accommodate  new  tasking 
requirements  being  levied  by  DIA,  Some  of  the  changes  were  implemented  immediately  and 
others  were  phased  in  as  personnel  became  available.  The  Center  was  authorized  its  own 
Civilian  Personnel  Office  which  became  operational  on  1  July  1967.  The  Plans  and 
Operations  Office  was  established  on  1  August  1967. 
The  production  of  "hardcover"  studies  directed  by  DIA  increased  from  51  in  FY  65  to  82 
in  FY  66.  This  trend  continued  in  FY  67,  when  95  studies  were  produced.  Unscheduled, 
quick  reaction  requirements  increased  from  384  in  FY  66  to  466  in  FY  67.  This  relatively 
low  number  of  unscheduled  requirements  allowed  analysts  to  devote  the  major  portion  of 
their  time  to  programmed  production.  During  this  period,  about  two-thirds  of  all 
unscheduled  requirements  were  levied  on  the  "Combat  Materiel  Division  to  supply 
information  on  equipment  being  used  by  the  Viet  Cong  and  North  Vietnamese. 
On  30  March  1967  Colonel  Fitzpatrick  ended  his  tour  with  FSTC  and  was  replaced  by  the 
Executive  Officer,  Colonel  Gilbert  M.  Payne,  who  served  as  the  Commanding  Officer  until 
30  November  1967.  On  1  December  1967  Colonel  Garth  Stevens  assumed  command. 
(Reverse  Blank)
CHAPTER  IV  -  FY  1968  and  FY  1969 
As  the  new  Commanding  Officer,  Colonel  Stevens  began  a  vigorous  campaign  to  publicize 
the  Foreign  Science  and  Technology  Center's  capabilities  to  support  the  Army's  research 
and  development  activities.  Recruitment  efforts  by  the  newly  organized  Civilian  Personnel 
Office  were  most  successful,  and  a  sizeable  increase  in  unscheduled,  quick  reaction 
requirements  was  experienced. 
Shortly  after  assuming  command,  Colonel  Stevens  personally  visited  many .  installations 
throughout  the  country  publicizing  FSTC.  In  addition,  a  more  comprehensive  briefing 
program  was  developed  and  briefings  were  presented  at  all  levels  of  the  Defense  Department. 
One  FSTC  analyst,  Mr.  Harold  Johnson,  appeared  on  the  CBS  Evening  News  in  the  spring  of 
1968  and  presented  a  demonstration  of  the  weaponry  then  in  use  in  Viet  Nam.  A  new 
biweekly  publication,  the  "Scientific  and  Technical  Intelligence  Summary,"  started  in 
January  1968  was  disseminated  throughout  AMC,  and  to  various  members  of  the 
intelligence  community.  The  success  of  these  various  actions  was  noted  by  the  sharp 
upswing  of  unscheduled,  quick  reaction  requirements,  which  increased  from  466  in  FY  67 
to  928  in  FY  68  and  to  1725  in  FY  69.  This  increase  had  a  direct  effect  on  the  publication 
of  programmed  studies,  which  dropped  from  95  in  FY  67  to  80  in  FY  68  and  to  72  in 
FY  69. 
After  becoming  fully  staffed,  the  Civilian  Personnel  Office  launched  an  extensive 
recruitment  campaign  the  success  of  which  is  evidenced  by  the  increase  in  personnel  during 
the  first  6  months  of  1968.  On  30  June  1968,  354  civilian  employees  were  on  the  rolls,  an 
increase  of  73  over  the  30  June  1967  figure.  In  addition,  a  spectacular  reduction  was  noted 
in  the  civilian  turnover  rate.  Because  of  the  personnel  problems  FSTC  had  experienced  since 
being  organized,  the  agency  was  excused  from  the  hiring  freeze  imposed  during  the  summer 
of  1968. 
No  major  reorganization  took  place  during  these  two  years.  TDAs  were  prepared  and 
submitted  primarily  to  adjust  to  authorized  strengths 
(Reverse  Blank)
CHAPTER  V  -  FY  1970  and  FY  1971 
FY  1970  started  with  the  rumor  that  the  Foreign  Science  and  Technology  Center  was  going 
to  be  relocated  outside  the  Metropolitan  DC  area.  This  soon  proved  to  be  fact— not 
fiction— and  the  personnel  situation  became  most  unstable.  Programmed  production 
dropped  to  an  all  time  low,  while  unscheduled,  quick  reaction  requests  reached  an  all  time 
high. 
On  13  March  1970  FSTC  was  informed  by  GSA  that  the  Office  of  Management  and  Budget 
had  directed  that  the  Center  be  relocated  to  the  Federal  Office  Building  in 
Charlottesville  .Virginia,  120  miles  south  of  Washington.  This  move  was  to  be  completed  by 
October  1970.  Although  no  mention  was  made  in  the  initial  notification,  FSTC  was  directed 
to  make  an  interim  move  to  Building  T-7,  Gravelly  Point,  starting  13  April  1970. 
The  estimated  minimum  increased  costs  for  the  move  to  Building  T-7  were  $389,000  in 
direct  costs  and  $376,000  in  indirect  costs.  The  move  to  Building  T-7  was  expected  to  have 
a  major  impact  on  production.  The  disruption  of  the  move  would  reduce  operating 
efficiency,  and  many  support  activities  would  have  to  be  suspended  because  it  would  be  too 
expensive  to  establish  them  on  a  temporary  basis.  The  FSTC  Production  Plan  called  for  the 
completion  of  154  studies  and  contributions,  92  of  which  would  require  a  data  search 
during  the  May-August  period.  The  inevitable  reduction  in  the  library's  efficiency  during 
this  period  was  expected  to  produce  a  critical  production  lag.  Despite  his  urgent  plea, 
however,  Colonel  Stevens  was  not  able  to  prevent  the' interim  move. 
A  preliminary  moving  schedule  was  established  and  the  main  part  of  the  move  was 
conducted  during  the  third  week  of  April.  Space  for  some  personnel  and  equipment  was 
obtained  in  Charlottesville,  and  special  equipment  that  could  not  be  used  in  Building  T-7 
was  stored  elsewhere  in  the  DC  area.  The  move  was  completed  on  24  April,  4  days  ahead  of 
schedule.  The  transition  was  accomplished  with  a  minimum  of  delay  and  confusion,  due 
primarily  to  the  meticulously  planned  moving  operation  and  the  willing  cooperation  of  all 
personnel  involved. 
Several  anticipated  problems  surfaced  as  a  result  of  the  interim  move.  With  few  exceptions 
the  entire  clerical  work  force  was  actively  engaged  in  seeking  employment  elsewhere. 
Personnel  transfers  and  resignations  caused  severe  clerical  shortages  in  all  eiei  lents  of  the 
Center,  with  the  resultant  production  lag.  The  assigned  space  was  inadequate  for  FSTC 
operations  and  the  loss  of  a  full-time  library  capability  caused  slippages  in  milestone 
production  dates.
Planning  for  the  move  to  Charlottesville  was  initiated  immediately  after  closing  in  Building 
T-7.  The  experience  so  recently  gained  proved  valuable  in  the  preparation  of  timetables  and 
moving  plans.  The  personnel  turbulence  was  a  major  obstacle  to  overcome;  however, 
Charlottesville  proved  a  good  source  for  replenishing  the  almost  non-existent  clerical  force. 
The  DHEW  agency  moving  from  Charlottesville  left  many  clerical  employees  who  did  not 
move.  During  May,  FSTC  supervisors  were  sent  to  Charlottesville  to  select  eligible 
employees,  and  eight  employees  hired  in  Charlottesville  agreed  to  work  in  the  Washington 
area  until  FSTC  moved.  For  the  most  part,  the  75  employees  hired  by  FSTC  had  been  in 
higher  grades  than  FSTC  was  able  to  offer.  The  DHEW  personnel  were  highly  capable  and 
well  trained,  although  not  familiar  with  Army  clerical  procedures.  A  course  of  instruction  in 
Army  clerical  procedures  was  conducted  prior  to  the  move,  and  the  personnel  reported  to 
their  new  assignments  with  a  better  understanding  of  Army  procedures.  During  the  4th 
quarter  of  the  fiscal  year  the  trade-off  in  the  clerical  workforce  (104%)  proved  to  be  a  major 
asset  when  the  capabilities  of  these  new  personnel  were  tested  during  a  crash  program  to 
complete  the  FY  71  Production  Schedule. 
AMC  Headquarters  provided  assistance  to  the  Civilian  Personnel  Office  in  handling 
resignations,  movement  orders,  recruitment  actions,  etc.  Personnel  making  the  move  with 
FSTC  began  taking  TDY  trips  to  Charlottesville,  Virginia,  to  look  for  housing,  and  the 
movement  committee  spent  many  hours  finalizing  the  plans  for  the  move. 
The  actual  move  to  Charlottesville  commenced  in  mid-August.  The  Foreign  Science  and 
Technology  Center  officially  opened  at  Charlottesville  at  0001  hours,  24  August  1970.  The 
move  was  made  around  the  clock,  and  very  few  unexpected  disruptions  occurred,  reflecting 
great  credit  on  the  movement  committee.  FSTC  continued  to  operate  throughout  the  move 
although  at  obviously  reduced  productivity.  As  the  result  of  the  move,  the  Foreign  Science 
and  Technology  Center's  Approved  Operating  Budget  was  raised  from  $6,839,000  to 
$8,117,683-an  overall  increase  of  Si, 278,683  for  the  fiscal  year. 
For  the  first  time  the  Foreign  Science  and  Technology  Center  was  required  to  assume 
responsibility  for  housekeeping  tasks  heretofore  assumed  by  other  agencies  in  the 
Washington,  DC  area.  The  Administrative  Services  Office  was  reorganized  to  handle 
expansive  supply  responsibility,  travel  requirements,  and  other  administrative  matters.  Also, 
a  Community  Relations  Officer  was  appointed. 
For  the  most  part  the  202  employees  who  elected  to  move  to  Charlottesville  found  the 
environment  a  welcome  change  from  the  Washington,  DC  area.  The  Federal  Office  Building 
was  a  first  class  facility  located  in  downtown  Charlottesville.  Parking,  a  major  problem  in 
DC,  was  plentiful  and  the  view  of  the  hills  surrounding  the  building  was  superb.  Working 
conditions  had  improved  10-fold  over  the  Munitions  Building  and  Building  T-7.  Security 
again  met  all  standards
During  the  ensuing  period  of  adjustment,  Colonel  Stevens  announced  two  primary 
objectives  for  the  Center.  First,  recruitment  of  personnel  would  be  aimed  at  quality  rather 
than  quantity.  Existing  professional  vacancies  created  by  the  move  would  be  filled  by  the 
best  qualified  personnel.  Secondly  the  Center  would  undergo  a  major  reorganization  to 
provide  a  greater  capability  for  responding  to  the  systems  approach  to  modern  military 
weaponry.  This  reorganization  would  place  all  production  divisions  under  a  single 
directorate,  with  some  shifting  of  functions,  and  split  the  Research  and  Documentation 
Division  into  two  divisions.  A  concept  plan  was  submitted  to  AMC  Headquarters  for 
approval  in  September  1971.  After  a  considerable  delay,  approval  was  received  and  FSTC 
proceeded  to  develop  an  MTDA.  The  TDA  was  submitted  in  February  1971  and  approved 
by  AMC  Headquarters  in  April  1971 
By  early  1971  it  became  apparent  that  the  disruption  caused  by  the  two  moves  in  1970 
created  a  serious  lag  in  production.  Colonel  Stevens  initiated  a  maximum  effort  program, 
authorizing  temporary  shifting  of  personnel  and  the  use  of  overtime  in  an  effort  to  complete 
the  FY  71  production  program  as  scheduled.  By  30  June  1971,  99%  of  the  scheduled 
products  had  either  been  disseminated  or  were  at  the  printer.  FSTC  had  published  90 
"hardcover"  studies-of  204  scheduled  products.  In  FY  70  only  50  "hardcover"  studies 
were  published  but  a  whopping  total  of  3804  "unscheduled,  quick  reaction"  tasks  were 
received.  In  FY  71,  2534  unscheduled  quick  reaction  tasks  were  published. 
In  May  1971  FSTC  underwent  a  manpower  management  survey  of  the  new  organization. 
While  the  organization  was  not  changed,  some  spaces  were  lost.  At  the  close  of  FY  71  the 
Foreign  Science  and  Technology  Center  had  an  authorized  civilian  employee  strength  of 
437. 
(Reverse  Blank)
CHAPTER  VI  -  FY  1972  and  FY  1973 
An  FSTC  employee  received  a  Research  and  Development  Award.  A  new  commander  was 
appointed.  The  .'  )  facility  was  finally  established 
in  Charlottesville.  Extensive  orientations  were  provided  throughout  AMC  to  explain  how 
FSTC  can  provide  scientific  and  technical  intelligence  support  to  assist  in  R&D  programs. 
DOD  Central  Information  Reference  and  Control  (CIRC)  systems  were  implemented. 
Authority  to  establish  an  Army  field  printing  plant  was  received,  and  a  new  division  was 
established  at  Aberdeen  Proving  Ground. 
An  FSTC  employee,  Mr.  Charles  G.  Huie,  was  presented  a  Certificate  of  Achievement  Award 
in  recognition  of  the  Research  and  Development  Award  received  for  technical  achievement 
that  led  to  the  development  of  the  US  Army  ribbon  bridge.  From  his  work  Mr.  Huie  gleaned 
that  the  Soviets  had  developed  a  new  tactical  floating  bridge  that  could  be  erected  at  a  speed 
ten  times  faster  than  the  US  Army  could  erect  their  tactical  bridge,  thus  giving  the  Soviets  a 
decided  edge  in  gap  crossing  capabilities.  Through  Mr.  Huie's  efforts  in  assembling, 
evaluating,  and  presenting  the  various  pieces  of  intelligence  data,  the  US  Army  was  able  to 
produce  a  similar  bridge  by  reverse  engineering.  This  effort  saved  between  $50  and 
$55  million  US  R&D  funds.  Mr.  Huie  was  the  first  analyst  in  the  entire  Intelligence 
Community  to  receive  this  award. 
On  1  July  1972  Colonel  Robert  A.  J.  Dyer  replaced  Colonel  Garth  Stevens  as  the 
Commander  of  FSTC  Colonel  Dyer  had  been  involved  with  the  FSTC  operation  in  his 
capacity  as  Chief,  Foreign  Science  and  Technology  Office,  RD&E  Directorate, 
Headquarters,  AMC. 
The  major  problem  that  had  plagued  FSTC  since  its  move  to  Charlottesville  in  August  1970 
was  the  lack  of  an  adequate  _  facility.  Interim 
arrangements  consisted  of  a  very  small  secure  area  which  allowed  the  transport  of 
material  from  Washington,  DC,  twice  a  week.  Although  this  allowed  some  screening  of 
material,  it  was  still  necessary  to  send  analysts  to  Washington,  DC,  to  screen  and  review  the 
remaining         material.  After  considerable  delay  a  contract  was  finally  negotiated  to  secure 
the  basement  and  the  first  and  second  floors  of  the  three  story  building  called  the  annex.  On 
5  February  1973  this  facility  was  accepted  as  an  facility  and  the  facility  opened.  The 
ELINT  and  Special  Intelligence  Branches  were  moved  from  the  Washington,  DC  area  and 
after  almost  two  and  one-half  years  all  resources  originally  destined  to  be  stationed  at 
Charlottesville  were  together.
Plans  were  finalized  to  conduct  a  series  of  orientations  designed  to  explain  how  FSTC  could 
support  the  R&D  effort  with  scientific  and  technical  intelligence.  These  orientations  were 
presented  to  all  major  AMC  R&D  facilities  by  the  Deputy  Director,  Dr.  John  A.  Ord,  a 
member  of  AMC  Headquarters,  and  selected  FSTC  analysts  with  special  knowledge 
applicable  to  the  facility  being  oriented. 
The  FY  72  and  FY  73  production  record  was  the  best  in  history.  For  the  first  time  100%  of 
the  production  goal  was  achieved  for  both  years.  Scheduled  production  increased-  from  204 
products  in  FY  71  to  297  in  FY  72  and  to  310  in  FY  73.  Unscheduled,  quick  reaction  tasks 
increased  from  2534  in  FY  71  to  2761  in  FY  72  and  2918  in  FY  73.  Briefings  stayed 
relatively  constant  with  443  in  FY  71,  447  in  FY  72  and  480  in  FY  73.  The  number  of 
visitors  to  FSTC* decreased  from  200  in  FY  71,  to  190  in  FY  72,  and  180  in  FY  73. 
There  was  a  major  shift  in  FSTC  information  services.  Primary  emphasis  was  placed  on  the 
DOD  CIRC  system  operated  by  the  US  Air  Force  Foreign  Technology  Division,  Air  Force 
Systems  Command,  a  sister  agency  of  FSTC.  All  qualified  raw  and  finished  Army  scientific 
and  technical  intelligence  documents  are  put  into  the  system  by  FSTC,  who  also  provides 
current  awareness  and  retrospective  subject  searches.  This  system  disseminates,  stores,  and 
retrieves  scientific  and  technical  information. 
In  FY  72,  the  Field  Support  Division  was  formed.  Resources  from  the  CONUS  Scientific 
and  Technical  Information  Team  and  the  former  foreign  Technical  Intelligence  Office, 
Aberdeen  Proving  Ground  (Garrison),  were  utilized  to  man  this  division,  which  was  charged 
with  the  handling,  storage,  and  disposition  of  DARCOM  foreign  materiel. 
The  authorized  strength  was  reduced  by  five  officer  and  five  civilian  spaces  in  FY  72; 
however,  a  gain  of  21  civilian  spaces  occurred  in  FY  73.  In  FY  72,  the  quality  of  the 
workforce  was  upgraded  by  the  addition  of  12  University  of  Virginia  professors  and 
associate  professors  who  were  hired  as  consultants  to  assist  in  researching  highly  specialized 
scientific  and  technical  areas  not  covered  by  onboard  analysts. 
A  June  1973  manpower  survey  verified  the  authorized  strength  of  47  military  and  453 
civilian  spaces.
CHAPTER  VH  -  FY  1974  and  FY  1975 
An  influx  of  visitors,  the  Middle  East  War,  and  requests  for  S&Tl  briefings  highlighted  this 
period-  The  onboard  and  TDA  average  grade  was  reduced  to  9.20.  Travel  restrictions 
curtailed  external  briefings  considerably,  and  an  Army  field  printing  plant  established. 
The  number  of  briefings  presented  increased  from  480  in  FY  73  to  950  in  FY  74,  and  a 
program  was  started  to  microfiche  all  approved  briefings  to  satisfy  the  many  requests  that 
could  not  be  honored  by  personal  briefings.  This  program  became  viable  in  .FY  75  when 
severe  limitations  were  placed  on  travel  funds.  Only  275  briefings  were  presented  during  this 
fiscal  year,  these  mostly  in  the  Washington,  DC  and  surrounding  area. 
The  number  of  visitors  to  FSTC  increased  from  180  in  FY'  73  to  360  in  FY  74  and  508  in 
FY  75.  This  increase  was  directly  attributable  to  the  Middle  East  War.  The  Field  Support 
Division,  Aberdeen  Proving  Ground,  MD,  received  1898  visitors  in  FY  74  and  817  in  FY  75. 
These  visits  were  in  groups  of  from  3  to  20  to  view  equipment. 
The  publication  of  scheduled  products  dropped  from  310  in  FY  73  to  213  in  FY  74  and 
increased  to  255  in  FY  75.  Unscheduled,  quick  reaction  tasks  increased  from  2918  in  FY  73 
to  3037  in  FY  74  and  decreased  to  2893  in  FY  75.  Despite  the  increase  in  requests  for 
briefings  and  the  increase  in  the  number  of  visitors  to  FSTC,  the  completion  record  for 
scheduled  production  was  99%  for  both  fiscal  years. 
In  July  1974  FSTC  was  directed  to  reduce  the  TDA  average  grade  to  the  onboard  goal  of 
9.20.  To  accomplish  this,  it  was  necessary  to  reorganize  some  of  the  divisions  in  the 
Intelligence  Production  Directorate  from  three  to  two  branches.  In  addition,  it  was 
necessary  to  downgrade  many  GS-12  and  GS-11  analytical  positions  to  the  GS-09  and  GS-07 
levels  to  meet  the  average  grade  conditions  established  by  AMC.  This  degradation  of 
analytical  grades,  which  forced  many  below  the  journeyman  level  of  GS-11,  did  not  improve 
the  quality  of  the  workforce.  By  December  1974  FSTC  had  reduced  the  TDA  and  onboard 
average  grade  to  the  9.20  goal. 
An  influx  of  Arabic  documents  to  be  translated  created  a  decided  increase  in  the  workload 
of  the  translators.  Three  Arabic  translators  were  hired  on  an  overhire  basis  to  augment  the 
translator  staff.  At  the  end  of  this  period  an  estimated  2  to  3  more  years  will  be  required  to 
eliminate  the  backlog. 
In  March  1974  the  first  edition  of  the  FSTC  Library  Index  of  Publications  (FLIP)  Vol  I, 
Studies,  was  published.  In  1975  this  volume  was  republished  along  with  FLIP  Vol  II, 
Exploitation  Reports.
In  May  1974  the  Defense  Documentation  Center  (DDC)  On-Linc  Terminal  was  installed  in 
the  library.  This  secure  system  provides  access  to  some  1,000,000  technical  reports  covering 
completed  research  and  development,  the  work  unit  file  for  on-going  research  projects,  and 
the  program  planning  file.  Most  of  the  translations  produced  by  FSTC  and  the  US  Air  Force 
Foreign  Technology  Division  are  input  to  DDC  and  are  available  through  the  on-line  system. 
In  December  1974  a  project  was  started  to  enter  all  bibliographical  data  into  the  computer 
and  produce  computer  indexes,  rather  than  producing  4x6  catalog  cards  on  the  MTST.  By 
May  1975  programming  and  data  entry  had  progressed  to  the  point  that  production  of  4x6 
catalog  cards  ceased  and  the  Library  began  receiving  computer-produced  indexes  by  key 
word,  author,  personality,  facility,  document,  and  accession  number. 
In  March  1975  a  punchcard-based  accession  list 
was  started  to  provide  some  access  to  this  materiel  before  documents  were  available 
through  the  CIRC  system  and  to  provide  access  to  other  documentation  that  cannot  be  put 
into  CIRC. 
In  May  1975  the  library  card-catalog  was  automated  with  computer  printed  indexes  by  key 
word,  author,  facility,  report,  and  accession  number. 
At  the  end  of  FY  75  the  Library  established  on-line  access  through  commercial  services  to 
data  bases  such  as  Chemical  Abstracts,  Physics  Abstracts,  Engineering  Index,  Science 
Citation  Index,  and  the  files  of  the  National  Technical  Information  Service.  This  greatly 
improved  our  sources  of  ■  scientific  and  technical  data  and  supplemented  data 
available  throuch  CIRC. 
In  FY  75  the  FSTC  Army  field  printing  plant  was  finally  established.  This  made  possible  a 
considerable  increase  in  printing  production  and  a  dramatic  reduction  in  the  length  of  the 
publishing  cycle  from  the  author's  draft  manuscript  to  finished  publication. 
Personnel  strength  remained  fairly  constant  during  this  period.  Four  officer  spaces  were 
withdrawn  as  part  of  the  Army's  16  division  build-up.  A  manpower  survey  was  conducted  in 
June  1975  and  the  authorized  strength  was  again  verified.
CHAPTER  VHI  -  FY  1976,  FY  197T  and  FY  1977 
Successful  accomplishment  of  production  goals  continued  to  be  achieved.  A  new 
commander  was  appointed.  A  new  casking  concept  was  introduced.  A  new  FSTC  computer 
simulation  of  radar  impacted  on  Army,  Navy,  and  Air  Force  R&D.  Stringent  average  grade 
goals  were  established.  FSTC  reorganized. 
Scheduled  production  goals  during  this  period  continued  to  range  at  99%  completion. 
During  FY  76  227  scheduled  products  were  published  and  276  were  published  during 
FY  7T  and  FY  77.  Unscheduled  products,  direct  support  tasks,  and  quick  reaction 
production  ranged  from  2738  to  3106  in  FY  7T  and  FY  77.  Scientific  and  Technical 
Intelligence  briefings  increased  from  an  all-time  low  of  275  in  FY  75  to  673  in  FY  76  and 
477  in  FY  IT  and  FY  77.  Visitors,  including  many  general  or  flag  rank  officers,  dropped 
from  508  in  FY  75  to  288  in  FY  76  and  then  increased  to  922  in  FY  7T  and  FY  77. 
On  16  July  1976  Colonel  Claire  Reeder  replaced  Colonel  Robert  Dyer  as  the  Commander. 
During  FY  76  a  new  tasking  concept,  generic  study,  was  introduced.  This  concept  requires 
projections  for  a  20-year  life  cycle  of  equipment  or  systems,  as  opposed  to  the  former 
requirement  of  only  ten  years.  Because  this  new  concept  requires  more  in-depth  analytical 
expertise  and  resources,  Colonel  Reeder  requested  that  Headquarters,  DARCOM  conduct  a 
manpower  survey  to  assist  in  identifying  additional  manpower  requirements.  This  survey 
was  conducted  in  April  1977,  and  the  requirement  for  an  additional  57  civilians  was 
established.  This  finding  was  forwarded  to  the  Department  of  the  Army,  but  could  not  be 
honored  due  to  a  cutback  in  the  General  Defense  Intelligence  Program  resources  (GDIP). 
During  the  period  a  computer  model  of  radar  systems,  developed  at  FSTC  to  aid 
vulnerability  analysis  of  foreign  equipment,  produced  results  not  available  by  other  means. 
The  impact  of  this  model  on  Army,  Navy,  and  Air  Force  research  and  development 
programs  ran  into  the  hundreds  of  millions  of  dollars. 
In  FY  77  FSTC  agreed  not  to  exceed  an  on-board  average  grade  of  9.13  while  maintaining  a 
TDA  average  grade  of  9.35.  This  action  created  some  problems,  particularly  with  the  FSTC 
promotion  program.  In  addition  to  the  average  grade  limitation,  a  goal  was  set  to  limit  to  86 
the  number  of  positions  at  GS-13  and  above  in  FSTC  and  the  two  oversea  teams  under  the 
operational  control  of  FSTC.  To  achieve  the  average  grade  and  high-grade  goals  and  to 
realign  resources  toward  the  new  generic  threat  tasking,  a  reorganization  was  undertaken. 
Because  most  of  the  reorganization  affected  the  Intelligence  Production  Directorate,  in 
June  1977  the  six  division  chiefs  assembled  at  the  Federal  Executive  Institute,  located  in
Charlottesville,  VA,  and  devised  the  reorganization  with  which  FSTC  concluded  FY  77  (see 
As  the  result  of  this  reorganization  one  GS-15  and  three  GS-14  positions  were 
converted  to  lower  grade-:.  In  addition,  the  existing  six  production  divisions  were  dissolved 
and   were   reconstituted   into    five   new  divisions  shown   in  .  This 
reorganization  provided  not  only  for  the  reduction  of  senior-level  positions  and  the  average 
grade  restrictions,  but  also  permitted  a  more  efficient  and  cohesive  realignment  of  functions 
to  obtain  the  maximum  utilization  of  available  resources.  On  the  support  side  of  the  house, 
the  former  Foreign  Activities  Division  was  redesignated  the  Special  Requirements  Division 
and  all  FSTC  elements  dealing  with  human,  signal,  and  photographic  intelligence  were 
combined  in  this  single  organizational  entity.  As  a  result,  intelligence  information  reaching 
FSTC  should  improve. 
In  June  1976  Headquarters,  DARCOM  transferred  the  Foreign  Materiel  Program  (FMP)  to 
FSTC  and  provided  one  officer  and  two  civilian  spaces  to  support  this  function.  Initially  this 
element  was  placed  with  the  command  group,  but  experience  indicated  that,  in  the  interest 
of  economy  and  efficiency,  the  Foreign  Materiel  Program  Officer  should  be  located  directly 
in  the  Technical  Services  Directorate.  The  Foreign  Materiel  Branch,  Foreign  Activities 
Division,  was  converted  to  the  Foreign  Materiel  Program  Office  under  the  operational 
control  of  the  FMP  officer,  who  establishes  policy  and  provides  guidance.  This  move  was 
effective  14  February  1977. 
At  the  start  of  this  period  FSTC  began  to  investigate  word  processing,  a  concept  of 
centralized  typing  and  final-copy  preparation  with  advanced  electronic  equipment.  This  is 
designed  to  save  time  and  increase  efficiency  in  preparing  drafts  and  final  copy  of  scientific 
and  technical  intelligence  studies.  The  National  Archives  and  Records  Service  conducted  a 
detailed  feasibility  study  in  February  and  March  1976,  and  again  in  July  1977.  FSTC 
received  the  Adjutant  General's  approval  and  began  testing  equipment  in  September  1977, 
to  continue  through  March  1978. 
A  full-time  Equal  Employment  Opportunity  Office  (EEO)  was  established  reporting  directly 
to  the  Commander.  A  full-time  EEOO  was  hired  and  three  EEO  counselors  were  selected 
from  the  FSTC  workforce  on  an  additional-duty  basis.  The  EEO  Committee  developed  a 
charter  in  the  fall  of  1976,  and  the  first  Federal  Women's  Day  was  held  in  January  1977. 
In  February  1976,  a  secure  CIRC  terminal  was  added  to  expand  the  library's  on-line 
services.  Access  to  commercially  available  open-literature  data  banks  was  expanded  and  a 
high  speed  CRT  terminal-printer  was  installed  on  the  unclassified  CIRC  system.
In  May  1976,  with  the  addition  of  the  Data  360  data  entry  software  on  the  computer,  the 
Acquisition  and  Processing  Branch  began  to  enter  all  CIRC  data  by  computer  terminal,  a 
command  objective  for  FY  76.  Data  tapes  produced  from  that  time  were  on  computer  tapes 
rather  than  MTST.  FSTC  was  the  first  CIRC  contributor  to  change  from  MTST  tape  to 
computer  tape  entry  for  the  CIRC  system. 
• 
In  December  1976,  the  Library  automated  card  catalog  was  produced  on  computer  output 
microfiche  (COM) ,  with  access  through  a  microfiche  retrieval  unit.  A  video  tape  player  was 
added  to  the  library,  along  with  access  to  several  collection  programs  providing  video  tapes. 
As  FY  77  ended,  a  DIAOLS  on-line  secure  terminal  was  added  to  the  ever-growing  list  of 
on-line  retrieval  services. 
(Reverse  Blank)