flH  In  February,  the  Defense  intelligence 
Staffuivisicn  of  the  Ministry  of  Defense  Malaysia 
asked  the  Attache  there  to  provide  a  list  of 
Attaches  with  ranks  and  dates  who  Mere  accredited 
to  Malaysia  since  Independence  in  1957.  The 
directorate  provided  the  list  back  to  1963  and 
stated,  "He  believe  that  based  on  the  documents 
available  that  prior  to  1963  the  Air  Attache  in 
Singapore  was  accredited  to  Halaysia." 
^Br  ^e  Commander  of  Southwest  Composite  Air 
Division  (Japan)  was  awarded  the  Legion  of  Merit  t>y 
the  Coriander  Fifth  Air  Force  (U.S.  Air  Force)  when 
he  departed  his  position.  He  had  been  trying  to 
obtain  extra  ribbons  to  display  on  his  uniform.  In 
March,  INK  obtained  the  ribbons  and  forwarded  then; 
to  the  Air  Attache  for  presentation. 
qlllH  In  April,  the  Air  Attache  In  China 
recuested  ten  8  i  10"  color  photos  of  25  different 
NASA  subjects,  such  as  the  space-lab  and  space 
shuttle,  and  three  color  wall  posters  of  the  same. 
INK  obtained  the  negatives  from  NASA,  arranged  for 
the  reprints  to  be  made,  and  forwarded  them  to  the 
Attache  for  presentation  to  the  Chinese. 
OP In  August,  the  Air  Attache  in  Peru  sent 
;ssage  saying  he  had  been  contacted  by  a 
i  said  that  she  was  the  divorced  wife  of  a 
Air   Force   Brigadier   ueneral   and   was 
request  in 
military 
medical  facilities.    The  directorate 
■d  the  request  and  found  that  according  to 
Public  Li 3*  97-Z5E  Of  the  U.5.*Code,  the  woman  was 
not  elig- 
ible  because  she  had  not  been  married  for 
Z0   years as  required. 
STAFF  VISITS  TO  OflOs 
flflBl  From  10  to  27  September  1984,  SMSgt  Pool, 
the  NuFrTof  Attache  Affairs,  and  Maj.  Gen.  Walter  fi. 
Longanecker,  (USAFK),  retired,  Special  Assistant  to  the 
ACS/I  (HQ  USAF/1N),  made  a  staff  support  visit  to  the 
Defense  Attache  Offices  (D*0s)  in  Monrovia,  Liberia; 
Lagos,  Nigeria;  Cairo,  Egypt;  Airman,  Jordan;  and  Tel
Aviv,  Israel  From  1  to  JO  tfoveisiber  19SS,  Colonel  Kincaid  and 
5fiSgt  Pool  made  a  staff  support  visit  to  the  DAQs  in  Hong  Kong 
(Defense  Liaison  Office);  Bef jing,  China;  Manila,  Philippines, 
Seoul,  Korea;  Kuala  Lumpur,  fcalaysia;  and  Jakarta,  Indonesia.  The 
purpose  of  the  visits  was  to  enable  these  key  personnel  to  become 
personally  fcnowledgeable  of  the  living  and  working  conditions, 
dependents'  environment,  school  facilities,  travel  and  cultural 
opportunities,  and  family  considerations  at  the  Attache  posts  in 
order  to  enable  the  directorate  to  better  match  candid-*'-  -"■'■ 
"■     te:  a   
•  of 
living     fo r      the      ■ DAD     per sonne 1      presented     some     si 
iarp 
26     The  . 
of   living   is  high  and 
the 
g    S10-15    per 
day    for    our    famil 
and  number  of  dependents.      Most  of 
the 
corariissary 
at    Char' 
>ring      their 
Jeston  AFB  am grocery     items     from 
the 
;  C- 
141   KAC   fl ight.      Tl ie  MAC   flight 
is  bi-weekly  and   it  " 
for      ou 
tremendous outlay  of  money  at  f irst  because  all  ordering 
nly.       Host    of    the   PAD   personnel    : 
sa;d 
Iwino   wit 
of  livinc  ■ for  their ■  families. 
issary    support    they   t 
providing   a  good   stans 
tmba^^ooperatwf 
Nigeria: 
The     food     cost     in X 
they   hs ive    been    tied 
The   COLA    i 
■  n   Lagos 
for    an    1-7   * rith    three  dependents 
sly  514.00  per  day  am i  tJwis  extra  allowance 
ur    folks to   live  a  d< :cerst  standard  of    liv 
ing. 
The    A!R«   . didn't    feel    the    COLA was    high    enough,    an 
d    I 
he  A1RA  i md  OPSCO  thai b  they  should  stay  on 
of     food 
.     both     on     t he     economy     and     in 
the 
they  could  make  their  COLA  increase 
requests  'to  the  Travel  and  Perdiem  Cowiittee.  All  in 
all,  the  COLA  is  a  necessity  for  Lagos  and  it  is 
definitely  helping  our  Attache  personnel. 
4MB  c^i'"o,  Egypt:  Cairo  has  a  DQD  commissary, 
APO,  and  excellent  government  quarters.  The  local 
economy  shopping  is  very  reasonable  and  generally  all 
......  .._  ij..^__  .  good  standard  of  living  with
AIRA  and  OPSCC  was  most  items  and  services  are  three 
times  the  cost  compared  to  stateside.  I  did  note,  for 
example,  a  decent  evening  sieal  in  the  hotel  we  stayed 
was  $25  -  S30  per  person.  The  DAQ  tnembers  are  receiving 
a  COLA  and  it  is  offsetting  some  of  the  costs,  which  is 
a  big  help. 
flBH  Tel  A"'v,  Israel:  The  local  economy  in 
IsraeTTsexpensive  as  compared  to  Stateside.  However, 
there  are  many  inexpensive  outlets  for  our  folks  in 
Israel  such  as  sightseeing  and  visiting  many  historical 
institutions.  Restaurants  are  expensive  in  genera!  and 
night  club  activities  are  very  expensive.  Host  of  the 
enlisted  personnel  do  in-home  entertaining  and  they 
indicated  this  as  preference,  not  only  financial. 
Overall,  OftO  personnel  are  living  comfortably  without 
financial  difficulty. 
AIR  ATTACHE  INCENTIVE  SUPPLY  PROGRAMS 
££  fhe  Air  ftttsche  Incentive  Supply  Program  was  a  program 
whereby  tasteful  yet  inexpensive  Items  were  given  to  individuals, 
organizations,  or  groups  who  were  in  positions  to  assist  'n 
developing  social  contacts.  The  program  in  1984  operated  on  a 
budget  of  approximately  $23,000,  with  INH  requesting  that  for  1935 
the  budget  be  doubled.'7 
HEHSLETTER 
4B  The  directorate  continued  to  publish  the  newsletter 
Attache  Affairs.  During  the  year,  three  editions  were  published, 
in  April,  September,  and  December.  They  reported  information  on 
such  topics  as  changes  in  personnel  policies,  follow-on 
assignments  of  those  departing  station,  consecutive  tour 
assignment  options,  personnel  changes,  and  convening  dates  of 
promotion  and  professional  military  education  boards. « 
HIO-TOUR  REPORTS 
AM  The  directorate's  policy  of  requesting  that  Attaches 
submii^rnd-tour  reports  continued  in  198fl.  The  reports  were  used 
to  improve  the  lot  of  the  Attaches  for  the  last  half  of  their 
tours  and  were  invaluable  sources  of  information  for  the  Attache 
designates.  The  candid  reports  covered  such  topics  as  quality  of 
life  family  considerations,  costs,  ftir  Force  support,  problem 
areas,  pleasurable  aspects  of  the  assignment,  and  recomen-
PROMOTION  STATISTICS 
^B  Promotion  r 
percent  igner  than  1 
The  statistics  were  a: 
ates  for  attaches  as  a  group  were  15  to  A 
tne  of  the  Air  Force  over  the  last  two  years 
»  fol?o*s:3G 
ATTACHE  PROMOTIQH  STATISTICS 
(  AIR  FORCE 
^ATTACHE 
NO.  VISIBLE   NO.  SELECTED 
CVS4 
Col      43. b% 
LtCol    6Z% 
Major     78S 
66-  6S 
100* 
3           I 
8           6 
r  the  years,  the  captains  eligible  for  promotion  to  major 
\i  the  best  promotion  rate,  with  everyone  eligible 
ntly  being  promoted. 
I  Statistics  for  enlisted  promotions  were  as  follow*:3* 
ENLISTED  PROMOTION  STATISTICS 
%  AIS  FORCE     t   ATTACHE     WO,  ELISJBLE   NO.  SELECTED 
0% 
CY84 
MSgt 
SMSgt 
12.  8% 
«Sgt 
29% 
TSgt 
16% 
CY83 
CKSgt 
tf% 
SMSgt 
15* 
HSgt 
26% 
TSgt 
11% 
flft  Over 
Systeffl  vmi -e     usual! 
counterparts  in  the 
UNSCHEDULED  RETURNS  F
Venezuela  was  curtailed  for  reasons  pertaining  to  personality 
conflicts  within  the  DAO  and  the  DATT  position  changing  to  an  Army 
position.  Upon  his  departure,  he  had  served  fourteen  months  of 
the  three  year  tour.  The  DATT  in  the  United  Kingdom  requested  and 
was  granted  curtailment  for  personal  reasons  involving  his  family. 
Upon  his  departure,  he  had  served  thirteen  months  of  the  three 
year  tour.  A  staff  sergeant  and  a  technical  sergeant  stationed  in 
Israel  were  returned  because  of  dependents'  medical  problems.  A 
technical  sergeant  in  China  and  a  ataff  sergeant  in  Hong  Kong  were 
returned  to  the  Air  Force  for  reassignment  because  of 
unadaptability  to  the  Defense  Attache  System. «
chapter  iv 
intelligence  support 
directorate  of  security  and  communications  management 
directorate  of  intelligence  reserve  forces 
directorate  of  personnel 
  :tora 
(See
t  headquarters  activ 
»mi 
e  year  the  directorate  continued  to  operate 
-dinate  divisions:  Personnel  Security  Division 
(1NSE),  Manaoement  Division  (INSC),  and  the  Special  Security 
Office  (SSC)  HQ  USAF  (INSD). 
■t  The  Personnel  Security  Division  (1NSB}  was  divided  into 
three  Branches,  Adjudication,  Billets,  and  For  Cause/Due  Process. 
In  1984  while  the  INSB  branches  remained  the  same,  an 
administrative  team  was  established  in  August  to  more  effectively 
use  administrative  personnel. 5 
SThe  basic  three-branch  organizational  structure  of  the 
it  Division  (INSC)  remained  the  same  in  1964:  Operations 
and  "  Policy  Branch,  Administrative  Support  Branch,  and  the 
Facilities  Branch.  There  did  occur,  however,  a  functional 
reorganization  within  the  division  to  enhance  its  capability  to 
provide  overall  direction  and  supervision  to  the  Air  Force  SCI 
program.   Officers  of  higher  rank  were  assigned  to  I NSC,  and  the 
-stenographer  position  to  a  security  position.6 
tiB  In  the  Utter  part  of  1984,  the  SCI  Product  Validation 
Branch  (IfiSBj  was  disestablished,  and  the  duties, 
responsibilities,  and  two  manpower  positions  were  transferred  to 
the  Management  Division  (Ifc'SC).  The  branch  was  transferred  to 
INSC  as  part  of  an  effort  to  divest  AF/INSD  of  "worldwide"  items 
of  responsibility,  leaving  INSO  responsible  for  Air  Staff  and 
local  support  only.  Since  the  Management  Oivilion  (I NSC)  was 
responsible  for  the  management  of  the  "worldwide"  SCI  security 
program  within  the  Air  Force,  the  transfer  more  clearly  defined 
local  and  worldwide  responsibilities  among  INS  divisions.  The  two 
manpower  authorizations  from  the  disestablished  branch  were 
incorporated  into  the  Operations  and  Policy  Branch  of  the 
Management  Division.  The  Operations  and  Policy  Branch  was 
responsible  for  the  general  overall  management  of  the  Air  Force 
SCI  security  progras,  except  far  physical  security  and  TEMPEST 
accreditations,  so  it  was  the  logical  place  to  locate  Air  Force 
product  validation.' 
■I  After  the  transfer,  the  Special  Security  Office  HQ  USAF 
{INSD^Tonsisted  of  only  two  branches:  Special  Security  Education 
and  Training  Branch  (INSOS)  and  Special  Security  Operations  Branch 
(INSOD).  The  transferral  action  pertained  to  only  departmental 
SCI  product  responsibilities;  SCI  product  responsibilities  that 
affected  Air  Force  activities  within  the  National  Capital  Region
remained  with  INSO.  As  a  result  of  the  transferral,  a  new  ore 
person  section  was  created  within  the  Special  Security  Operations 
Branch  (1NSD0).  This  was  the  SCI  Product  Management  Section 
(IHSDOMJ  and  was  responsible  for  SCI  product  management  and  data 
base  management  for  both  the  Requirements  Management  Distribution 
System  (REMADIS)  and  the  planned  XEROX  Message  Processor  (XMP) 
System. 8 
WWPOMER 
Key  Personnel 
»Col.  Robert  B.  Huey,  Jr.,  continued  as  director  of  1N5. 
Raymond  E.  Abel,  Jr.,  continued  as  the  deputy  director. 
Two  division  chiefs,  Colleen  X.  Cornwell  and  Maj.  Richard  P.  Viau, 
also  continued  to  head  the  Personnel  Security  Division  and  the 
Special  Security  Office,  HQ  USAF  (ItiSD),  respectively.  On  22 
November  1984,  Maj.  Fred  Allen,  III,  a  former  operations  officer, 
replaced  U.  Col.  William  R.  Burton  as  head  of  the  Management 
Division  {INSC}.9 
ning  Strength 
of  31  December  1984,  the  manning  strength  of  t 
-as  as  follows:"* 
HO.  AUTHORIZES    HO.  A5S16HED    PERCENTAGE 
OFFICERS 
n 
ENLISTED 
CIVILIANS 
n 
TOTAL 
Mann i no  Reoui regents 
»  Throughout  the  year,  the  directorate  was  continu 
with  activity  to  realign  and  upgrade  positions  w 
\     especially  the  Management  Division  (INSC).   In  January, 
-  ■  '     -------  ---  transferred  from  INSO    "■ 
INSO."  Tne  justific 
n   for  t 
5  follow 
riB  Mission   requirements 
CompaWnented  (SCI)  physical  ! 
il  rate  of  Ut-  Dutit 
luation  of  extensii 
/iew  and  evaluation  t 
:ion  and  representati:
of  the  ACS/I  to  national  level  agencies.  Since  1979, 
the  number  of  SCI  facilities  (SCIFs)  has  increased  64*. 
The  growth  of  the  SCIFs  has  severely  strained  the  one 
deep  65-12  physical  security  specialist  position.  The 
incumbent  simply  cannot  be  both  in  the  field  on  an 
inspection/staff  assistance  visit  and  at  the  Air  Staff 
responding  to  queries. 
19  On  24  January  1984,  INS  requested  that  the  APIS 
Directorate  of  Personnel  and  the  AFIS  Manpower  and  Organization 
Division  implement  a  reorganization  for  1NSC  involving  fifteen 
positions,  all  within  INS  control  and  supervision.  The 
reorganization  was  approved. 13 
49  In  February,  Colonel  Huey,  the  director  of  INS, 
requested  that  AF/lffYR  approve  the  conversion  of  two  enlisted 
authorizations,  in  strategic  operations/policy  and  communications 
areas,  to  civilian  authorizations,  one  a  GS-7/1X  and  one  a  GS- 
9/llM  In  justifying  the  request  Colonel  Huey  explained  the 
following:15 
4B  There  is  great  disparity  between  rank  and 
responsibility  within  AFI5/INS  when  you  consider  the 
scops  of  tasks  assigned  to  satisfy  the  ACS/Intelligence 
responsibilities  for  Sensitive  Corapartmented  Information 
(SCI)  system  management.  The  SCI  system  is  worldwide, 
cuts  across  every  Air  Force  major  cormiand,  and  requires 
total  involvement  with  and  direction  from  the  ACS/I. 
However,  manpower  authorizations  within  the  Directorate 
are  unusually  "enlisted  intense"  (by  authorization,  568 
enlisted;  by  assigned  513  enlisted;  with  16  of  21 
assigned  civilians  enlisted  equivalents). 
mP  For  whatever  reasons,  ■,  the 
authorizations  have  been  allowed  to  stagnate  over  the 
years  to  the  point  where  they  provide  an  operationally 
unacceptable  raix  of  maturity,  insight,  experience, 
training  and  rank  to  accomplish  our  mission.  The 
problem  becomes  one  of  appropriateness  for  exercising 
authority  necessarily  inherent  with  assigned 
responsibilities. 
#a.  On  a  number  of  occasions,  necessity 
use  of  TSgts  and  KSgts  as  Air  Staff  Action 
Officers,  simply  because  there  was  no  one  else  available 
to  do  the  job. 
of  concern  from  all
i  the  appropriateness  of  the  HCO's 
AB  fortunately, 
per!6nce<   
experienced  in  the  "ways"  of  the  Air  Staff  because  of 
the  length  of  their  assignments  and  their  innate  sense 
of  survival.  Nonetheless,  they  have  always  been  out  of 
their  "depth"  and  routinely  staffed  actions  where  their 
counterparts  were  Majors  or  Lt.  Colonels. 
rfB  In  an  attempt  to  rectify  these  shortcomings,  I 
have  reorganized,  realigned,  reviewed  and  modified  all 
possible  and  conceivable  actions.  A  thorough  review  of 
Air  Staff  intelligence  manpower  allocations  revealed 
that  AFI5/INS  accounts  for  17%  of  all  enlisted  personnel 
assigned  to  AF/1N-AFIS,  and  47J  of  all  enlisted 
personnel  assigned  to  AF/IN.  I  am  compelled  to  initiate 
action  that  will  have  Song-tern  impact  and  bring  some 
sense  of  correlation  between  grade  and  responsibility. 
^H|  This  report  was  approved.*6 
■B  On  37  May  1984,  the  directorate  again  requested  to  and 
receircS  approval  from  the  AF1S  Directorate  qf  Personnel  and  the 
AFIS  Manpower  and  Organization  Sivision  to  realign  six  INS 
positions,  involving  the  grades  of  senior  master  sergeant,  master 
sergeant,  and  technical  sergeant.  The  purpose  of  the  realignment 
was  to  place  a  senior  master  sergeant's  authorization  from  INSB 
■nthin  IfiSC17 
|B  Also  with  regard  to  manpower  assignments.  Colonel  Huey 
requested  that  Maj.  Fred  Allen,  III,  who  was  head  of  the 
Management  Division  (IPiSC),  be  removed  from  his  proposed 
assignment  to  Air  Force  Systems  Command.  Major  Alien  was  a 
volunteer  for  an  assignment  with  AFSC,  but  was  not  identified  as  a 
mandatory  reassignment  resource.  The  circumstances  of  INS's 
request  were  discussed  with  Major  Allen,  and  he  supported  the 
request.13  The  justification  for  the  request  was  as  follows:19 
«In  his  position  within  the  Directorate  of  Security 
Conmuni cations  Management  (INS),  Major  Allen  is  the 
principal  involved  in  developing  Air  Force  Sensitive 
Compartmented  Information  {SCI)  policy,  directing  DOD 
projects  for  special  Access  Programs  in  the 
"black/white"  community,  and  leading  the  Air  Force 
mJCOM  SCI  inspection  staff  assistance  teams.  In 
addition,  the  evaluation  of  Air  Force  Defense  Special 
Security  Communications  System/General  Service 
tetecommum cation  center  (TCC)  consolidation,  and  the 
initiatives  to  defend,  fund,  schedule  and  construct 
selected  Air  Force  Special  Security  Offices  EAFSSOs)
and  TCts.   These  projects  are  phased  for  implementation 
through  late  1985. 
■I  At  the  mid-point  of  these  projects,  the  loss 
of  M£f5r  Allen  would  be  gravely  disruptive  not  only  to 
INS  but  to  the  Air  force  fay  removing  the  essential 
element  of  continuity.  Major  Allen  is  fully  trained  and 
uniquely  qualified  with  his  Electronic  Security  Command 
background,  previous  multi-level  AF5S0  assignments, 
telecomrcuni cat  ions  training  and  Air  Staff  experience. 
Presently,  there  is  no  replacement  for  Major  Allen  and 
t ■  INS   1 las   only   eleven   officer   positions 
~ed  with 
nine  officers  assigned.   Of  these  nine 
office 
re  assigned  within  the  past  nine  months. 
Couple :  this  fac 
civili 
an  SCI  po1 
ticy  expert  (Mr.  Roger  Smith}  in  March 
1984, 
Major 
Allen  cou' 
in  plainly  see  that  the  reassignment  of 
Id  not  have  come  at  a  more  inopportune 
The  AF1S  Directorate  o 
PROJECT  JOVE 
■I  On  13  July  1934,  Maj.  Gen.  Pfautz,  the  ACS/I,  announced 
that  after  careful  study  he  had  decided  that  AFIS/JNS  (except  the 
AFSSO}  would  vacate  its  space  in  the  Pentagon  and  move  to  the 
second  floor  of  building  520,  Boiling  AFB,  to  space  which  had  been 
vacated  by  the  Directorate  of  Soviet  Affairs.  The  move  was  to 
occur  as  soon  as  renovations  in  building  520  were  finished, 
estimated  to  be  in  February  1985.^0 
0B|  The  reason  for  the  move  was  to  open  up  space  in  the 
Pentagon  for  the  Directorate  of  Estimates  General  Threat  Division 
(AF/INEG).  The  division's  location  at  Boiling  AFB  often  precluded 
its  personnel  from  making  timely  responses  to  tastings  from  the 
Air  Staff  and  impsded  their  day-to-day  working  with  the  Force 
Structure  Committee,  AF/KD,  AF/SA,  and  AF/XO." 
numerous  meetings 
:h  f  tec  t / eng  i  neer  i  ng 
requirements  tor  mi,  ItiSB,  and  INSC  to  move  to 
ecial  and  regular  telephones  had  to  be  relocated, 
to  be  expanded,  and  terminals  and  equipment  for 
curtty  had  to  be  removed  and  re-installed-  8y 
timated  date  for  the  move  to  building  520  was
PERSONNEL  SECURITY 
(H|  The  personnel  security  function  of  the  directorate  was 
the  responsibility  of  the  INSB  division,  which  managed  the 
worldwide  SCI  personnel  security  program  for  Air  Force  military, 
civilian,  consultant,  and  contractor  personnel  who  required  access 
to  SCI.  The  division  administered  and  initiated  special 
background  investigations  (SBH)  for  the  five-year  update  program. 
It  administered  code  "B"  and  "S"  programs  in  accord  with  AFM  300-4 
and  administered  "due  process"  procedures  for  SCI  denials.  -  It 
maintained  the  master  personnel  security  files  and  the  master  copy 
of  non-disclosure  agreements-  The  division  certified  SCI 
clearances  and  authorized  the  indoctrination  and  debriefing  of  Mr 
Force  personnel  for  SCI  information.  It  approved  Air  Force  5CI 
billets  and  managed  the  entire  Air  Force  SCI  oillet  structure.  It 
supported  the  Air  Staff  and  AFIS  for  all  SCI  billet  actions  and 
maintained  the  master  Air  Force  SCI  billet  rosters.  It  also 
maintained  liaison  with  Military  Department  Intelligence  agencies 
and  other  members  of  the  Intelligence  community  regarding  SCI, 
personnel  security,  and  billet  matters.  The  division  staffed  all 
congressional  and  inspector  general  inquiries  which  were  related 
to  the  SCI  program,  and  it  also  managed  the  "For  Cause"  discharge 
program. 23 
•Statistics 
Jft  The  management  of  the  SCI  Personnel  Security  Program 
consmed  of  an  annual  workload  of  28.614  personnel/ security  cases 
adjudicated;  2,871  cases  microf ilmed;  26,618  file  searches 
conducted;  over  8,000  SCI  billet  requests  processed;  and  294  For 
Cause  discharge  actions  processed.  There  were  15,978  special 
background  investigations  (SSI)  processed  7,261  periodic 
reinvestigations  (PR),  and  176  PRs  back logged.^" 
Polygraph  Use  "Test"  * 
|fl|  3n  1984  Congress  authorized  a  "test"  under  which  3,500 
DOD  ^uilian  and  military  personnel  and  defense  contractor 
employees  were  to  undergo  a  counterintelligence  (CI)  polygraph 
examination  by  30  September  1985  as  conditions  for  employment  in 
jobs  with  access  to  sensitive  information.  The  Air  Force  was 
allocated  a  quota  of  1,500  individuals  to  be  polygraphed  by  the 
Air  Force  Office  of  Special  Investigations.  The  congressional 
decision  to  allow  the  test  program  had  no  major  impact  on  the  INS 
directorate,  compared  with  the  impact  caused  by  the  decision  to 
use  the  polygraph  on  all  military  personnel  assigned  or  detailed 
to  any  National  Security  Agency  organization.  The  INS  directorate 
personnel  hoped  that  the  test  in  1584-1985  would  lead  to 
congressional  approval  of  CI  polygraph  use  for  all  individuals 
currently  in  SCI  status  and  future  candidates  nominated  for  SCI."
Fqr^Cause  Discharge  Program 
tfM-t  On  3  January  1984,  Maj.  Gen.  Pfautz,  the  ACS/I, 
rescrncled  the  authority  granted  to  the  Electronic  Security  Command 
(ESC)  on  25  May  1973  to  close  "for  cause"  cases  under  the  Vance 
memorandum.  The  ESC  had  had  limited  authority  to  close  such 
cases,  limited  to  those  of  a  routine  nature.  The  ACS/I  determined 
that  delegating  closure  authority  of  Vance/Duncan  "for  cause"  did 
not  support  the  intent  of  current  guidance  from  the  Office  of  the 
Secretary  of  Defense  and  that  the  rescinding  action  would  enable 
the  Air  Staff  to  provide  standardized  application  of  OSD/SAF 
Request  for  limited  TS  Clearance  authority 
f/0  On  3  February  1983,  the  ACS/I  requested  that  the  Air 
Force  Inspector  General  assist  with  granting  the  ACS/I  limited 
authority  for  granting  TOP  SECRET  clearance  in  conjunction  with 
SCI  access  for  retired  general  officers.  The  justification  for 
the  request  was  that  POD  S200.1-R/AFR  205-1  permitted  the  granting 
of  persons  outside  the  Executive  Branch  access  to  classified 
information  if  doing  so  was  advantageous  to  the  government. 
Within  the  Air  Force,  the  vice  chief  of  staff  was  the  only  person 
authorized  to  grant  such  access.  The  procedures  established  in 
DOD  5200.1-R/AFR  205-1  required  120  days  advance  notification  for 
processing  such  requests.  The  processing  consisted  of  checks  of 
the  Defense  Central  Index  of  Investigations  (DCH),  Defense 
Industrial  Security  Clearance  Office  (DISCO),  and  a  name  check 
conducted  through  the  Federal  Bureau  of  Investigation/' 
^H  The  inspector  general  did  not  approve  the  proposal, 
stating  the  following:  "000  policy  (para  7-107,  000  5Z00.1-R} 
specifies  that  access  to  classified  be  approved  by  the  head  of  the 
component  or  a  'single  designee.'  OSAF  originally  was  reluctant 
to  name  a  designee  below  the  Secretariat  level.  For  these 
reasons,  an  effort  to  designate  the  ACS/I  as  an  approving 
authority  is  not  likely  to  succeed."  The  inspector  general  went 
on  to  suggest  an  alternate  arrangement.  He  authorized  the  ACS/I 
to  submit  requirements  involving  general  officers  directly  to  the 
AF/CV,  thus  eliminating  the  time-consuming  process  of  going 
through  AFOSP." 
Conversion  to  4C  System 
tfMP  The  Air  Force  conversion  into  the  CIA  sponsored 
ComButmy-wide  Computer  Assisted  Coropartmented  Control  (4C)  System 
was  completed  in  June  1984  with  a  total  of  approximately  40,000 
billets  and  85,000  personnel  records  being  converted.  At  the  time 
of  the  conversion,  the  SA3RE  system  which  had  been  used  by  the 
Personnel  Security  Division  for  record  maintenance  was  still  in
u=e.  This  system,  however,  was  discontinued  in  October  1984  when 
Air  Force  Data  Services  Center  stopped  processing  key  punch  cards. 
By  December,  the  conversion  of  records  into  the  4C  System  for 
the  Alaskan  Air  Command,  Air  University,  and  Space  Command  was 
completed.  The  quality  control  and  update  of  records  for  the  Air 
Staff  was  near  completion.  The  estimated  time  for  the  completion 
of  the  K   conversion  was  late  1985.30 
•All  nondisclosure  agreements  signed  through  December 
in  the  SABRE  data  base  were  transferred  to  the  4C  System 
on  IE  June  1984.  They  were  put  on  tape  and  boxed  for  shipment  to 
a  permanent  storage  area.  Nondisclosure  agreements  after  I9B2 
were  filed  and  periodically  added  to  the  4C  System." 
Microfilming  of  Records 
«  During  the  year  and  immediately  after  the  adjudication 
;,  all  cases  containing  derogatory  information  were 
microfilmed,  resulting  in  a  centralized  location  for  these  files. 
As  of  December,  the  i^crofilm  data  base  contained  over  150,000 
personnel  security  dossiers.3' 
Interpretation  of  OSM-IIi 
tftt  In  June  1984,  Maj.  Richard  Bloom',  a  licensed  clinical 
psychologist,  began  conducting  weekly  seminars  on  how  to  interpret 
mental  health  diagnoses  relative  to  SCI  eligibility.  Major  Bloom 
reviewed  the  Diagnostic  and  Statistical  Manual  of  Mental  Disorders 
(DStf-III)  and  discussed  selected  cases.  As  a  result  of  his 
tutelage,  a  greater  understanding  of  the  DMS-IIl  assisted 
adjudicators  in  making  informed  decisions  concerning  individuals 
and  their  eligibility  for  SCI.33 
MANAGEMENT  * 
^H§  The  Management  Division  continued  to  manage  the 
worldwide  Air  Force  Special  Security  Office  £SS0)  system  and 
coordinated  the  use  of  SCI  in  special  access  programs.  It 
formulated,  promulgated,  and  interpreted  SCI  policy  for  admini- 
strative, informational,  communications,  and  physical  and 
personnel  security.  It  researched,  wrote,  and  acted  as  the  office 
of  primary  responsibility  for  USAFINTEL  ZOl-xx,  AFR  200-/,  and  AFR 
205-19.  It  advised  and  assisted  SCI  security  officials  in  their 
day-to-day  operations  and  validated  and  accredited  Air  Force  SCI 
facilities  (SCIFs).  It  also  managed  SCI  contractor  and  consultant 
security  programs.  The  division  represented  the  ACS/I  on  the 
Director  of  Central  Intelligence  (DC1)  Security  Committee  and 
represented  the  ACS/I  on  other  standing  and  ad  hoc  committees  and 
panels  of  the  intelligence  community.    It  developed  and
recommended  Air  Force  policy  on  the  Air  Force  use  of  the  Defense 
Special  Security  Communication  System  (OSSCS)  and  dedicated 
support  for  intelligence  systems.  It  also  managed 
*  *     "ie  worldwide  SCI  security  management 
oveSser  1 
ie  addition  to  the  mission  of  the  division  occurred  in 
34  as  a  result  of  "Project  Move"  requirements.  The 
turned  responsibility  for  Air  Force-wide  SCI  product 
ind  dissemination  of  policy  formulation." 
Publication,,  Management 
flfe  The  division  continued  its  effort  to  improve  the  quality 
of  USRTSCJ  security  publications  in  the  USAFINTEL  20I-XX  series. 
These  publications,  issued  in  accordance  with  AfR  8-3,  were  used 
to  promulgate  Department  of  Defense  and  Director  of  Central 
Intelligence  SCI  security  policies  by  establishing  standardized 
USAF  procedures.  The  sensitivity  of  these  policies  and  procedures 
precluded  their  incorporation  into  standard  Air  Force  regulations. 
A  change  in  the  format  of  thes-e  documents  occurred  Kith  the 
decision  to  rewrite  the  USAFIftTEL  201-XX  regulations,  By 
incorporating  the  eight  regulations  currently  in  the  series  into 
two.  The  two  new  documents  included  uSAFINTEL  201-2,  dealing  with 
basic  SCI  policy  and  procedures,  and  USAFINTEL- 201-2,  dealing  with 
T'k  guidance.  In  September,  USAFIftTEL  201-1  was  in  initial  draft 
form,  and  by  December,  USAF1NT£L  201-1  was  in  the  final  stages  of 
preparation  for  printing. 36 
Steianliro  Unauthorized  Disclosures 
A.  flP  Forward  priority  DSSCS  message  to  AFSSO 
USAF/INS  and  provide  the  data  listed  in  para  5  below. 
Classify  according  to  content  but  at  least  confidential 
to  prevent  further  disclosure.  The  information 
requested  is  required  by  the  DCI  Security  Committee  and 
SS0/TC0/GC0/BC0  Air  Force  to  determine  the  degree  of 
exposure  in  the  media  and  for  damage  control. 
E.  |A  Circulate  a  security  advisory  to 
subordinate  SCI  indoctrinated!  personnel  (and  others  at 
the  direction  of  the  SID)  that  an  apparent  compromise 
has  occurred  resulting  in  intelligence  information 
appearing  in  the  media.   Personnel  should  be  reminded
3.  ^H  Procedures  for  special  security  review 
situations: 
A.  fltt  If  an  item  is  submitted  for  security 
review  by^r  person  not  now  or  previously  Indoctrinated 
for  SCI,  and  the  inquiry  or  information  is  found  to 
contain  SCI  or  other  sensitive  intelligence  which  is 
based  solely  on  sources  in  the  public  domain,  forward  an 
iranediate  precedence  DSSCS  message  to  SSO  USAF/IN5 
providing  the  information  noted  in  para  5  below.  Upon 
receipt,  the  AF  rep  to  the  SECON  will  notify  the 
chairman  of  the  SECOM  for  guidance,  if  immediate  action 
is  required,  the  person  will  be  discreetely  requested  to 
delete  the  sensitive  portions  or  to  express  the 
information  in  only  the  raost  general  of  terms  so  as  not 
to  further  disclose  intelligence  sources  or  methods. 
Under  no  circumstances  should  the  person  who  submitted 
the  item  or  who  made  the  inquiry  be  threatened  with  any 
legal  action  or  antagonized.  Every  effort  should  be 
made  to  foster  a  cooperative  negotiating  environment 
while  emphasizing  the  potential  risk  to  national 
security.  Ensure  you  include  the  proposed  publication 
date  or  go  to  press  date. 
4.  flH  Procedures  for  a  media  inquiry: 
A.  ^H|  Any  inquiry  from  the  media  must  be  handled 
JftW  AFR  T90-1,  Public  Affairs  Policies  and  Procedures. 
If  contacted  directly  by  a  member  of  the  press,  decline 
the  interview  and  notify  both  the  PAO  and  S10/SSO. 
Under  no  circumstances,  should  a  person  comment  on, 
confirm  or  refute  any  inquiry  related  to  U.S. 
intelligence  activities,  a  report  "under  AFR  205-57  may 
also  be  required. 
Classify  according  to  content  (at  le; 
SUBJ:  Disclosure  in  Public  Media  (U] 
1.  Date  of  Article/Leak: 
2.  Name  of  Publication  and  Arti
10. 
Author  of  Article; 
Author's  Source  of  Info:  (If  known) 
Distribution  of  Info: 
Seneral  Subject  Matter: 
Classification  of  Info: 
Classification  Authority: 
Originator  of  Classified  Info:  (If  known) 
Initial  Damage  Assessment: 
6.  AM  As  a  reminder,  intelligence  information 
appearing  in  the  public  media  does  not  constitute 
declassification  and  may  not  be  cited  as  a  source  in  any 
article,  paper,  speech  or  other  forum  by  a  person  who 
has  had  access  to  intelligence  information  by  virtue  of 
his  or  her  official  capacity.  Unclassified  or 
declassified  official  information  not  approved  for 
release  under  AFR  190-1  may  not  be  released  to  the 
public  domain  or  to  foreign  nationals. 
Inspectio 
'roqra 
flfe  The  Management  Division  revamped  and  reemphasized  its 
inspection  to  ensure  completion  of  the  ACS/Ts  responsibilities 
for  inspecting  major  commands'  SCI  security  management  programs 
and  all  new  sensitive  compartmented  Information  facilities 
accredited  during  the  previous  year.  For  the  fiscal  year  1984, 
the  division  budgeted  £58,000  to  make  ^inspection  trips  to  SCIFS 
worldwide,  operated  by  both  Air  Force  elements  and  defense 
contractors.  Procedures  were  also  implemented  to  monitor  the 
correction  of  deficiencies  noted  during  the  inspect ions. "" 
^B  To  help  strengthen  tfre  inspection  program,  the 
directorate  made  a  concerted  effort  to  obtain  knowledgeable, 
experienced,  and  mature  personnel  for  the  division.  The  new 
personnel,  along  with  a  few  others,  were  sent  to  the  Air  Force 
Inspection  School  to  improve  their  understanding  of  inspection 
procedures.  *** 
^B  During 
managfflent  office 
during  the  year, 
December,  there  w 
1984,   all   the  major  command  SCI   security 
were  inspected.   Seventy  SCIFs  were  inspected 
representing  27  percent  of  USAF  SCIFs.   As  of 
■re  280  SCIFs  accredited,  47  of  which  belonged  to
150 
contractors  (compared  to  248  and  42  in  1933).  There  were  also  1 
pending  actions  for  construction  or  major  modification  of  SCIFs.s
AHHS  installatic 
JB  The  target  date,  31  August  198$,  for  the  installs!' 
e  WiK  Automated  Message  " 
because  of  probie 
equipment  froir  < 
the  deregulation 
the  federal 
on  of 
ssed, 
andling  System  (AMHS) 
acquisition  of  cciniuni  cat  ions 
it  problems  which  resulted  from 
of  vendors  providing  service  to 
'  '  •    '  of  the  '  "  ' 
.  $100,000  and  in  February,  15  percent  of  the  overall  projec 
was  completed.  The  flMHS  was  to  connect  the  AF/IN  and  APIS 
analysts  at  the  Pentagon  and  Balling  and  give  thess  access  to 
national  intelligence  data  bases  at  DIA,  NSA,  and  CIA.  In 
addition,  ArwS  was  to  provide  message  traffic  to  intelligence 
.analysts  significantly  faster,"  .' 
Coronttee  Members  and  Instructors 
4B  0ur'n9  tne  year.  personnel  from  the  Management  Divisio 
continued  their  participation  in  the  Central  Intelligence  Agency* 
Security  Coiraiittee  (SECQW)  subcommittee  and  working  groups 
including  the  Compartments!  i  a  ri  Subcommittee,  Unauthorize. 
Disclosure  Subcommittee,  Physical  Security  Working  Group,  ani 
Telephone  Security  Panel.  The  division  also  provided  instructor: 
to  the  SCI  Security  hanageraent  Course  and  SCI  Security  Manager; 
Conference,  sponsored  By  the  INS  director-ate,  and  to  the  Physica 
Security  Seminar,  sponsored  by  the  Security  Conmittee." 
SPECIAL  SECURITY  OFFICE 
«The  Special  Security  Office,  HQ  USAF,  was  responsible 
security  of  sensitive  cofflpartmented  information  (SCI) 
within  the  Office  of  the  Secretary  of  the  Air  Force,  HQ  United 
Stater  Air  Force,  and  the  Air  Force  Intelligence  Service.  The 
INSO  division  operated  on  a  seven-day,  twenty- four-door  basis  to 
provide  the  necessary  security  facilities  for  the  receipt, 
storage,  protection,  distribution,  and  destruction  ofall  SCI  and 
SCI-related  materials  for  the  offices  it  serviced.^ 
:  The 
ntcatio
programs,  and  supported  a  variety  of  Special  Access  Programs  at  HQ 
USAF.  The  Special  Security  Office  [SSQ)  inspected  (with 
augmentees  from  AFIS/INSB,  INSC)  the  sensitive  compartsented 
information  facilities  (SCIFs)  within  the  National  Capital  Region 
and  investigated  SCI  security  violations  and  possible  compromises. 
The  division  conducted  all  SCI  indoctrinations  and  debriefings  for 
OSAF,  HQ  USAF,  APIS,  and  other  selected  activities.  !t  also 
reviewed  and  validated  all  requests  for  SCI  products  received  from 
Air  Force  units  within  the  National  Capital  Region. =* 
Security  Education 
Om   During    the    year,    much    activity   within    INSD    concerned 
SCI  Security  Management  Course 
^fc  Four  times  during  the  year,  in  March,  May,  July,  and 
NovemSIr,  1NSD  sponsored  its  four-day  SCI  Security  Management 
course.  Approximately  105  parsons  attended.  The  AFIS  003  course 
was  included  in  AFM  50-5,  USAF  Formal  Schools  Catalog;  the  Air 
Training  Command  assigned  code  0P2  to  it.  The  course  was  first 
offered  in  1933  and  was  designed  for  tnose  filling  duty  positions 
as  an  AFSSO  special  security  officer,  secure  vault  custodian,  or 
automatic  switching  center  representative  or  as  a  staff  member  in 
these  offices.  Contractor  special  security  officers  under  the 
ACS/I's  sponsorship  were  also  invited.52 
4B  Some  of  the  topics  discussed  in  the  course  were  the 
following:  ptiysical  security  accrediatation,  SCI  communications, 
SCI  billet  management,  security  incidents,  personnel  security, 
counter-intelligence,   and  AOP   security." 
SCI  Security  Manager's  Conference 
^fe  The  Special  Security  Education  and  Training  Branch 
(INSOETmanaged  the  second  Air  Force-wide  SCI  Security  Manager's 
Conference,  5-8  November.  The  four-day  conference  afforded  SCI 
security  management  personnel  an  opportunity  to  discuss  and  review 
key  SCI  security  policy  issues  which  would  assist  AFIS/INS  in  its 
final  preparation  of  USAF1NTEL  20J-X  directives.  Forty-nine  field 
special  security  officers  and  other  SCI  security  management 
personnel  attended  the  conference,  which  was  held  at  the 
Analytical  Services  (ANSER)  Corporation,  Arlington,  Virginia. =* 
(■I  Some  of  the  topics  discussed  at  the  meeting  were  Defense 
Inte^ngence  Agency  product  dissemination;   USAF   SCI    indoctrination 
and  education  program;  and  personnel  security.  Some  of  the 
speakers  were  from"  the  Central  Intelligence  Agency  and  Federal 
Bureau  of  Investigation.55
DAG  Messages 
St  INSO  was  responsible  for  disseminating  Defense  Address 
Eroups^DAG)  INS  originated  messages  within  the  Air  Staff  and 
AFIS.  BAG  ODANS  was  the  primary  DAG  used  to  disseminata  Si  policy 
guidance-  DAG  OILAH  was  the  DAE  used  to  disseminate  TK  policy 
guidance.  DAG  0SS1Z  was  limited  to  disseminating  major  SCI  policy 
and  information  to  Air  Force  major  coaroands  and  separate  operating 
agencies  when  wider  dissemination  to  subordinate  SCI  security 
offices  was  not  considered  prudent.  DAG  JUGBY  was  used:  for 
ting  changes  to  the  HQ  USAF  SCI  Consolidated  Product 
DAG  ROXAD  was  the  primary  DAG  used  for  SCI  security 
I  awareness  and  for  providing  information  on  existing 
Catalog, 
education 
SCI  polic 
0DAN5,  i 
Participation  in  DIA  Security  Program   ' 
dB  The  Special'  Security  Education  and  Training 
(INSDE7  managed  Air  Force  participation  in  the  f 
Intelligence  Agency's  SSO/TCO  Security  Enhancement  Program. 
Air  Force  members  attended  the  program  22-26  October  1985. 
program  was  not  planned  as  a  preliminary  orientation,  but  i 
was  for  increasing  and  expanding  the  knowledge  and  enpert 
individuals  already  performing  SSO/TCO  duties.  The  sessi' 
for  security  managers,  not  intelligence  users.  Further, 
intended  that  the  session  provide  an  opporti 
to  obtain  answers  to  questions  which  wcfijld 
of  specific  problems  related  to  tf 
|   Major     topi :s  in  the  program  included  SCI  security 
ization;  physical,  computer,  telephone,  and 
lectronic      and     physical      security      threats; 
management 
TEMPEST 
locking 
Participation  in  DC1  SECOK  Activities 
flgB  AFIS/IffSD  represented  the  Air  Force  on  the  DCI  Secur 
Committee's  (SECO«)  Security  Awareness  and  Education  5ubcommitt 
The   Riajor    Input   from   INSD   to   the   committee   were    1.)     the    list 
of  the  INS  directorate's  audiovisual  products  for  inclusion  in 
subcommittee's  "Catalog  of  Security  Awareness  Materials" 
2.)     support  for  the  Security  Education  Seminar. 61
fl|  Through  INSDE.  the  Air  Force  participated  in  the 
Security  Educators  Seminar  sponsored  by  the  Security  Committee  of 
the  Director  of  Centra!  Intelligence.  Eight  Air  Force  personnel 
were  nominated  to  attend.  The  seminar  was  conducted  at  the 
collateral  SECRET  level  and  was  designed  for  government  employees 
who  Had  security  education  responsibilities.  The  goals  of  the 
seminar  were  to  improve  the  attendee's  knowledge  < 
security  subjects;  improve  comwnicatio 
provide  the  understanding  and  materials 
strong  security  education  program-  The 
Department  of  Energy,  Gemantown,  Harylan 
i  and  briefing  skills,    i 
;    held    at :  t 
Support  for  ■ 
A  Confers 
year,      the     AFIS/1NSB     participated     in     two 
Corananders'  Conferences  (CORGMs):  CORONA 
,F8.  Florida,  13-19  February  1984  and  CORONA 
:e  Academy,  1-6  October  1984.  Intelligence 
rivacy   traffic    support   was    provided    to    all 
DIA,    NSA,   COMHAVSECSHU.   ES 
USAF     Conference    Center 
AFIS/IKSOs   advised  SS05,   e 
,   and  telecom 
be   provided   general 
i    AF550    CORONA    were 
Of   Staff  of  the  Air  Force.      Sis 
to     SSO    HQ    USAF     personnel. 
Intelligence  Task  Force  was  req 
lar  espajded  guidance  wa 
On  9  February,  the  DI 
ested  to  add  AFSSO  CORDN 
J£,     EUCOM,      and     USSF£
CORONA  FALL 
00  The  Special  Security  Office,  HQ  USAF  (AFIS/INSD) 
deployed  four  individuals  to  Colorado  Springs  to  support  CORONA 
FALL  84.  The  team  departed  1  October  via  military  airlift,  T-39. 
On-site  coordination  was  accomplished  on  30  October  and  continued 
until  departure  for  Washington,  B.C.  on  6  October. 66 
00    No  major  problems 
1.  Departure  for  the  conference  Site  two  days  in 
advance  of  the  general  officers  was  essential  for  arranging 
necessary  support. 
2.  A  four  person  SSO  teas!  was  essential  due  to  the  long 
hours  required  of  the  team  (QZ3Q-1900  hrs)  and  the  extensive 
driving  distance  between  the  Air  Force'  Academy  and  NORAD 
Cheyene  Mountain  Complex,  twenty-five  miles  away  —  one 
hundred  railes  to  complete  the  courier  circuit. 
for  1 
4.  Pick-up  of  non-duty  hour  GENSE*  traffic  through  the 
AFA  Telecommunications  Center  (TCC)  was  tasked  to  the  SSO 
teas.  The  TCC  and  COROSiA  FALL  command  post  called  the  SSO 
numerous  times  between  1700-OBCO  hrs  on  immediate  traffic  for 
conferees.  Several  of  these  messages  had  "Deliver  During 
Duty  Hour"  instructions.  Others  were  readdressals  (monthly 
EUCOH)  that  were  not  urgent.  No  Ij^KDlATt  precedence  message 
required  non-duty  hour  delivery. 
Commit 
ivacy  Support 
00f  The  AFIS/INSD  provided  SCI  communications  and  privacy 
DSSCS  message  support  far  the  Secretary  of  the  Air  Force,  the 
Chief  of  Staff  of  the  Air  Force,  and  other  high  level  USAF 
officials  during  their  official  travel  outside  of  the  Washington, 
D.C.  area.  Secretary  Verne  Orr  traveled  throughout  the  Pacific 
area,  and  General  Gabriel  made  three  trips  to  1.)  Germany,  Spain, 
and  France,  2.)  Central  and  South  America,  and  3.)  the  Pacific 
theater.  The  SSO  HQ  USAF  contacted  numerous  SSOs  worldwide  to 
arrange  for  the  coiiwmni  cat  ions  support.  6S
(SIOJ 
Support  for  USfiF  510  Conference 
^B  For  the  USAF  Senior  Intelligence  ( 
Conference  at  Homestead  AF3,  Florida,  4-3  Hi 
AFIS/IfiSU  provided  support  for  the  transmittal  of  intelligence 
communications  and  privacy  traffic  through  a  temporary  DSSCS  TCC 
established  for  the  conference. 69  The  1NSD  issued  clear 
instructions  to  various  command  SSOs  and  teleeenmunicatians 
centers  about  sending  messages  to  preclude  delays: 
I  Request  at! 
1  for"  privacy  messages 
[e.g.. 
Deli 
1  trmed  1  a  te  1  y  - 1  nterrupt  Conference, 
Convenient  Opportunity).  Unless  otherwise  stated  in 
delivery  instructions,  all  messages  received  will 
delivered  in  the  morning  at  the  beginning  of 
conference  and  at  the  end  of  the  day  after  the  1 
presentation.  If  a  response  is  required  to  3 
  0  preclude  any  confus" 
Hgence  Data  Management  (IND), 
an  actions  on  the  development  0 
Management  Distribution  System  (HSEMA 
because  MREMADIS  had  a  limited  scop 
the  AFIS  electorate  of 
INS  directorate  terminated 
Micro-Based  Requirements 
applicable 
sng;  required 
e  AFSSO  USAF; 
1  In  i 
,  AFJS/IND  recommended  that  AFIS  pre 
system  from  XEROX,  known  as  the 
!,   Personnel  froas  IKS  observed  the 
te  and  Defense  Intelligence  Agency, 
XEROX 
XWP  at 
Message  Pro 
the  Department  of  Sta 
advantages  of  XMP  were  mat  it  was  cowsencaiiy  avaF  lame,  *i"j 
systems  previously  installed;  existing  data  base  could  easily  be 
modified  for  DSSCS  use;  TEMPEST  accreditable  as  a  DSSCS  terminal; 
and  reduced  message  delivery  times.   Action  was  initiated  to 
participate  in  an  existing  AFCC  contract  with  XEROX  to  procure  a 
XHP    system  for  AFIS/INSU.   Funds  (1650,000)  were  obligated  and  a 
contract  to  procure  the  AFIS/IKS0  XW   System  was  in  final  contract 
stages  at  the  end  of  1934.   Installation  of  the  XW  System  was 
expected  during  the  2nd/3rd  quarter  of  FYISBS."
Automated  SCI  Document  Control 
MB  During  the  year,  initial  action  was  begun  to  establish  a 
requirement  for  an  automated  system  to  Support  INSD's  SCI  document 
control  responsibilities.  This  was  crucial  because  the  new  Air 
Force  Information  Systems  (AF/SI)  mandated  that  punch  cards  were 
to  be  eliminated  from  the  Air  Force.  Personnel  from  the  1NSD 
examined  the  use  of  an  automated  system  within  SAF/SS,  the 
Hewlett-Packard  1000,  and  concluded  that  it  would  meet  INSO's 
needs.  An  estimated  S8u,G00  was  required  to  procure  the  hardware 
for  the  system.  The  software  was  owned  by  the  government, 
available  from  SAF/SS.  The  option  of  obtaining  maintenance  from 
SAF/SS  on  a  cost  reiwHirsable  basis  was  being  considered. '« 
Statistical  Suwaary 
Incomino  Messages  Processed:  253,210 
Total  Message  Reproduction  Count:  2, 646, 420 
Total  Reproduction  Count:  2,713,034 
Outgoing  Messages  Processed:  14,512 
Number  of  Courier  Actions  (Air  Staff):    '  17,622 
Number  of  Courier  Cards  Issued/Cancelled:  290/135 
incoming  Hardcopy  Documents  Received:  38,236 
Outgoing  Hardcopy  Documents  Dispatched:  43,074 
Number/Weight  AKFC0S  Packages  Received:  580/3,033 
Number/Weight  ARFC0S  Packages  Dispatched:  958/4,198 
Number  Sessions/Persons  Indoctrinated:  157/1,310 
Number  of  Desk-Top  Briefings:  404 
Number  of  Persons  uebriefed:       *  445 
Number  of  SCI  Security  Manager  Courses/Persons:  5/152 
Number  of  SCI  Requirements  Validated/Cancelled:  615/957 
Number  of  Entries  Into  RF.MAD1S  Data  Bas
DIRECTORATE  OF  INTELLIGENCE  RESERVE  FORCES 
MISSION 
«1 
t 
^  The  Directorate  of  Intelligence  Reserve  Forces  (RE) 
direffltJ  the  Air  Force  Intelligence  Reserve  (AFIR)  Program  and 
developed  a  comhat  ready  reserve  force  to  support  active  force 
intelligence  operations  during  peacetime  contingencies  or  wartime 
mobilization.  It  managed  the  individual  mobilization  augmentee 
(IMA)  positions,  which  *ere  established  by  major  commands  and 
agencies,  validated  by  the  Air  Staff,  and  transferred  to  the  Air 
Force  Intelligence  Service  (AFIS)  for  centralized  control.1 
ORGAHIZATION 
ttt  During  the  year,  there  were  no  changes  in  the 
organizational  structure  of  the  directorate.  The  Administration 
Management  Office  (HEA)  continued  to  provide  typing  support  for 
the  entire  directorate  and  managed  travel  orders,  correspondence, 
classified  material  distribution,  equipment,  and  supplies.  ihe 
Operations  and  Readiness  Division  (REO)  was  divided  into  the 
Readiness  aranch  (R£GR)  and  the  Operations  Branch  (REOQ}.  A 
Training  Section  {REORT}  existed  within  the  Readiness  Branch.  The 
Personnel  Management  Division  was  divided  into  the  Manning  Branch 
|REPH),  Security  Branch  (REPS),  and  Quality  Force  Branch  (REPQ).^ 
■§  The  Board  of  Advisors  continued  as  a  committee  comprised 
of  senior  members  who  had  served  as  area  directors,  commanders  of 
detached  training  sites,  or  in  key  enlisted  positions.  The 
members  individually  and  collectively  advised  the  directorate 
commander  on  policies  and  other  areas  of  importance  to  the  AFIR 
program.  They  were  tasked  by  and  reported  to  the  coriander. J 
MB  The  Retired  Reserve  Representative  (RRR)  Program 
continued  as  an  unofficial  voluntary  group  of  retired  former  AFIK 
members  who  were  requested  to  continue  supporting  the  AFIR  program 
by  acting  in  areas  of  public  relations,  recruiting,  and 
information.  They  were  provided  current  program  handouts  and 
rosters  and  were  invited  to  participate  in  events  convenient  to 
their  attendance,  such  as  area  workshop  reorganization  dinners. 
Their  activity  was  voluntary  and  coordinated  through  the 
director." 
I  Effective  16  January  1964,  the  colander  of  the  RE 
ate,  Col.  John  k.  Oberst,  was  transferred  to  the  P<W«iA 
Division  of  the  Defense  Intelligence  Agency.   Lt.  Col. 
Warner,  who  was  head  of  the  Operations  and  Readiness
Division,  was  appointed  the  new  director,  until  June  1984  when 
Col.  Donald  *.  Swain  assumed  comnand  responsibility.  Colonel 
Swain  had  been  the  comiander  of  the  3400th  Technical  Training  Wing 
at  Lowry  AF8,  Colorado.  U.  Col.  Warner  retired  from  the  Air 
Force  in  October  1984.  In  Oecember,  Lt.  Col.  Charles  H.  Doyle 
replaced  Warner  as  chief  of  the  Operations  and  Readiness  Division. 
Lt.  Col.  James  L.  Blauch,  the  chief  of  the  Personnel  Management 
Division,  was  transferred  to  the  Defense  Intelligence  Agency  in 
October  1931,  to  be  replaced  by  Capt.  Hark  R.  Bayer  that  same 
month. 5 
gB|  fis  of  1  October,  the  mobilization  assistant  (MA)  to  the 
ACS/Was  Brig.  Gen.  Arthur  W.  Green,  Jr.,  USAFR.   The  «A  to  the 
DACS/1  was  Col.  Jacques  P.  Klein,  USAFR.  The  reserve  forces 
advisor  to  the  ACS/I  was  Col.  £dwin  Sapp.6 
no  Strength 
strength  was  the 
31  Oeceraber  1984, 
following:' 
.  the  dl, 
's  manpower 
NO.  AUTHORIZED 
NO.  ASSIGNED 
PERCEMT 
OFFICERS 
EULISTtt) 
CIVILIANS 
TOTAL 
is' 
78S 
95% 
100S 
91% 
IMA  MANPOWER  STATISTICS 
flB  As  of  I  October  1984, 
positions  for  individual  mobilijatio. 
personnel  --  and  1,311  IKAS  were  a 
the  authorized  positions  were  filled 
manning  statistics  by  command  are  as 
there  were  1,9X1  authorized 
i  augmentees  (IMAs)  —  reserve 
ssigned.   Thus,  69  percent  of 
i.   Hfre  manpower  and  personnel 
follows:^ 
OFFICES 
ENLISTED 
COMMAND     PSH 
ASSi    % 
PSH 
ASGN 
_%_ 
AAC          16 
niSAFE      113 
SPACECQM     16 
16    100 
107    89 
16    100 
139 
;ludes  EOCOK,  EUDAC,  NATO
catwtp 
95H 
AS6H 
AFIS/AFSAC 
AFLC 
OIA 
115 
lib 
179 
MAC 
**PACAF 
SAC 
196 
180 
180 
145 
AF/IN 
TAC 
oali-; 
as 
CENTCOM 
ICELAND  DEF 
REDCOM 
SOUTHCOM 
USCARIB 
lANTCOi'l 
AZORES 
TOTAL 
1163 
S82 
"Includes  PACOM 
fiFSC  Officer  Manning  Statis 
rwiHb^of  officei 
AFSC  TITLE 
8075   Intelligence  Applk 
Officer 
EKLISTEO 
1    ASGft 
POSITIONS  ASSISHEO  PERCEMTAGE* 
8085   Intelligence  Targeting 
Officer 
8M5   Imagery  Intelligence
AfSC        TITLE  POSITIONS  ASSISHEfl  PERCEHTAGE* 
8025 
0910   Air  Attache 
8096   Intelligence  Director 
8035   Signals  Intelligence 
Officer 
2275Y  Air  Ops  Officer,  Nav,  EW 
2895   Project  Engineer 
*The  percentage  is 
comparison  with  the  t 
AFSC  Er iHsted  Manning  Statistic 
ilty  Codes  1 
re  the  follt ;AFSC"s}  wit! 
number P  The  Air  Force  Specie 
of  enlisted  personnel  we 
i  the  higi 
AFSC 
TITLE 
POSITIONS 
ASSIGNED  P 
ERfXNTA&E' 
201 70 
Intelligence  Operations 
Technician              219 
23S 
702  ;o 
Adiiiinistration/Technic ian   61 
102S 
20370 
Linguist /Interrogator Tech   84 
39% 
20150 
Intelligence  Ops  Spec 
5S% 
20670 
Imagery  Interpreter  Tech     44 
36% 
20199 
Intelligence  Ops  & 
Targeting  Supt 
100% 
20600 
Intelligence  Ops  & 
Exploitation  Mgr 
775! 
23171 
Graphics  Technician 
lOQS 
20650 
Imagery  Interpreter  Sp ec    28 
32S 
70250B 
Staff  Supt  Adrain  Spec 
25% 
*The  percentage  is  the  numb- 
comparison  with  the  total  nunhe 
er  of  IMAs 
r  of  IKfis  as 
'^IIT^ &y  AFSC
FLIGHTS  ESTABLISHED  AMD  DEACTIVATED 
^B  Detached  training  sites  (DTSs)  and  remote  flights  (Fits) 
were  established  by  the  comtiartder  of  the  directorate,  after  a  site 
survey  determined  that  a  valid  training  opportunity  existed  with  a 
host  base  in  an  area  where  sufficient  numbers  of  AFIR  reservists 
lived  in  a  conrnon  geographical  location.  In  1984,  two  new  remote 
flights  were  established.  There  were  no  new  DTSs.  Flight  Z7A  was 
established  at  Seymour- Johnson  AFB,  North  Carolina,  on  1  May  1981; 
it  supported  the  4th  Tactical  Fighter  Wing.  Flight  9A  was 
established  at  Camp  Smith,  Hawaii,  on  1  February  1934,  in  support 
af  JPAC.  Due  to  a  loss  of  personnel,  Flight  ?3A  at  RAF 
takenheath.  United  Kingdom  was  deactivated.  v  had  supported  the 
48th  Tactical  Fighter  Wing.11 
INTELLIGENCE  RESERVE  OETACHEO  TRAINING 
SITES  BY  AD  AREA 
ANNUAL  ASSESSMENT  OF  IARF  PERSONNEL 
■I  The  RE  dire 
(Will)  program  was  ont 
Reserve  Forces  (IARF)  , 
agencies  in  1984.  The' 
approximately  40  perc 
borate's  Air  Force  Intelligent  Reserve 
of  five  programs  in  the  Intelligence  Air 
ssesssed  by  commands  and  separate  operating 
e  were  over  3,000  IARF  personnel,  of  which 
nt  were  in  the  AFIR  program.    In  the
aggregate,  the  assessments  attested  to  effective  peacetime 
employment  of  IARF  personnel.  A  few  problems  were  also  noted.  A 
predominant  complaint  was  an  insufficiency  of  funded  mandays  for 
peacetime  support.  Other  items  of  concern  were  loss  of  field 
grade  assignees  due  to  promotion  out  of  position,  need  for 
eotnpartmented  clearances,  and  overseas  limitations  on  return 
tours,  permitting  reservist  travel  only  once  in  each  three 
|M  Colonel  Edwin  G-  Sapp,  the  reserve  forces  advisor  to  the 
ACS/iTanalyjed  the  assessments  and  responded  to  the  highlighted 
problems.  With  the  funding  for  the  IARF  IMA  programs,  there  were 
eleven  program  element  codes,  four  panels  within  the  Air  Staff 
hoard  structure,  and  several  program  element  monitors  and  package 
monitors  involved,  so  the  problem's  solution  was  complex.  He  and 
Air  Force  Reserve  budget  personnel  were  working  the  problem.  The 
issue  of  the  loss  of  field  grade  assignees  was  being  studied  for 
submitting  supplemental  responses  to  the  19B4  Wartime  Manpower 
Planning  Exercise.  With  the  access  issue,  the  coswnands  were  told 
that  if  they  had  a  compelling  wartime  need  for  one  or  more  of 
their  IARF  personnel  to  have  eosnpartmented  access,  they  should 
detail  the  requirement  and  send  it  to  Colonel  Sapp  for  resolution. 
Cost  reductions  were  causing  the  restrictions  on  overseas  travel, 
and  some  relief  was  provided  by  special  ,  tour  actions.  In 
December,  the  RE  directorate  was  studying  the  problem  to  see  how 
the  limitations  were  reducing  readiness. *- 
USC  678  Positions 
Positions  Approved 
flfe  In  December,  the  deputy  to  the  chief  of  the  Air  Force 
Reserve  and  the  deputy  assistant  secretary  for  Reserve  Affairs 
approved  the  RE  directorate's  request  to  convert  existing  active 
duty  positions  within  the  directorate  ttf  USC  678  positions.  The 
positions  were  in  the  following  grades  and  AFSCs:  major,  8016  and 
7324;  captain  8024  and  8054;  waster  sergeant,  73270;  technical 
sergeant,  7QZ70;  and  technical  sergeant,  73270. 1* 
Background 
flB  In  accordance  with  AFR  26-1,  statutory  tour 
authorizations  were  established  to  account  for  members  of  the  Air 
National  Guard  of  the  United  States  (ANGUS)  and  united  States  Air 
force  Reserve  (USAFR)  voluntarily  serving  on  extended  active  duty 
or  active  duty  (other  than  for  training),  for  a  specified  time, 
usually  over  360  days.  Pay  and  allowances  for  officers  and  airmen 
serving  on  statutory  tours  of  active  duty  were  justified  and 
funded  through  reserve  component  personnel  appropriations.  The 
basic   authority   under   which   AM3US   or   USAFR   members   were
voluntarily  ordered  to  active  duty  for  any  purpose  was  10  United 
States  Code  (USC)  672d.  The  specific  statutory  tour  authorization 
for  the  AFIS/RE  positions  was  10  (i.S.C.  678.1= 
dH  The  basic  rationale  for  10  U.S.C.  67B  positions  in  the 
RE  directorate  was  to  acquire  a  be" 
staff  mix.  According  to  Major  Parkin 
Experience  has  demonstrated  that  reserve  forces  are  most 
effectively  Managed  by  a  total  force  teas  mix  of  regular 
and  reserve  personnel.  Reservists  particularly 
complement  staff  integration.  They  are  knowledgeable  of 
the  reserve  force  structure,  regulations  dealing  with 
reserve  personnel,  unique  program  requirements,  and 
personnel  problems  associated  with  being  a  reservist. 
They  help  tailor  reserve  programs  to  meet  active  force 
readiness  and  production  requirements,  while  also 
considering  the  reservist's  point  of  view.  They  often 
relate  better  to  fellow  reservists  in  the  field  who 
perceive  that  these  individuals  understand  their 
problems  and  represent  their  interests.  .  An  additional 
advantage  is  that  reservists  who  serve  statutory  tours 
acquire  first-hand  knowledge  of,  and  experience  m, 
reserve  force  administration.  When  they,  complete  their 
tours  and  revert  to  reserve  status,  they  contribute 
effectively   to   field   operations   of   reserve 
Annyal  and  Special  Tours 
flft  During  the  year,  the  RE  directorate  scheduled  over  2,400 
annuaTand  special  tours.  The  21,700  man-days  committed  to  these 
tours  equated  to  approximately  60  man-years  of  active  force 
support  and  training.  Statistics  on  the  support  provided  to  each 
M-Oay  command  during  1934  are  as  follows:17 
ANNUAL 
RPA* 
HPA" 
TOURS 
ms-PATS 
TOURS 
HAti-DAYS 
TOURS  MAM-DATS 
AAC 
ADCOH 
AFIS 
160 
1319 
563 
1618 
248 
ARC 
276 
133 
113 
AFRES 
AFSC 
ATC 
204 
US  CENTCOf t       I
ankual 
RPA* 
WA** 
TOURS 
HAft-DAYS 
TOURS 
(Wt-BftYS 
TOURS  HA8-PAYS 
OOD        3 
US  LANC.OM    5 
I 
MAC       151 
1832 
679 
9    109 
PfiCAF     101 
1243 
1433 
3    50 
US  REDCOM    5 
SftC       110 
1310 
255 
5    59 
SPACECMC    20 
240 
US  SOOTMCOM  7 
TAC       BZ 
977 
433 
3    134 
USAF       54 
650 
2B0 
1     1 
OSAFE      B3 
1047 
168 
2    136 
OTHEKS      3 
4    136 
TOTAL   1,153    13,962    1,157 
TOTAL  TOURS  2,433 
6,206      133  1,699 
TOTAL  WM-0AYS  Z1.B31 
*RPA:  Man-days  funded  from  reserve  personnel  appropriations  which, 
paid  reservists  while  in  training  status  ,or  while  providing 
training  support. 
**M?A:  Han-days  funded  from  active  force  military  personnel 
appropriations  which  pay  reservists  on  temporary  tours  of  active 
duty  in  support  of  a  critical,  temporary  active  force  mission 
n  of  Man-Days. 
isca!   year  RPA  man-days, 
tilled,  with  over  6,000 
i  This 
id  of  fiscal  year  19S4,on  1  October  1984,  1 
tt  achieved  a  1D0  nercent  utilization  □ 
„,,_  _  1D0  percent  *,., 
Only  88.7  percent  of  1 
i-days  unused. 
because  the  training  opportun 
cne  major  contnands  and  special  operating  agencies, 
forecast  in  F782  for  FV84,  did  not  materialize.  Sii 
no  training  opportunities  available  which  directly 
assigned  wartime  skills,  RPA  nvan-days  were  not 
resulting  in  less  than  100  percent  utilization.  Therefore  the  * 
Reserve  Personnel  Center  (ARPC)  "reclaimed"  ±atae   RPA  man-days  from 
the  RE  directorate's  fiscal  yesr  1985  allocations.   The  two 
obligated. 
alloc 
;  foil 
5:18  '
TOUR  CATEGORY  COOES  1st  ALLOCATION  2nd  ALLOCATION 
  Hill        ifFim            ATRHAH          OFFICER  AIRHftH 
213  (-32)  44     C-B6) 
.740  (-X1B)  1,473  (-27S) 
953     -150)   1,517   < -361  i 
1984   to  14   Oecesiber-   198 
Jr.   deployed  to  Ps 
:    with    the   Amy's 
iigence  informatio 
TRAINING 
Course   Cancellations   and   Cutbacks 
a     U 
^B    The   directorate    training   program   received    a 
the  year  when  the  Air  Training   Conasand   (ATC)   cancelled 
Intelligence     Processes      {All5}      courses,     because     of 
instructors       Instead  of  three  courses,  AIP  I,    II,    III, 
k     of 
offered  six   times  a  year,   each  course  was  offered  only 
a  year,    and  the  enrollment  quota  for  each  *as  reduced. 
and  MP   II   were  further  reduced  to  only  two  offerings 
cancellations    dismayed    several    reserve    officers    who 
upgrade    tifse    requirements  within  AFSC  8071,    the   entry 
for     intelligence     application     officers.        The    ATC     r 
attendance    quotas    affected    reservists    scheduled    to    a II 
AIP    I 
The 
field 
on    of 
later 
•For    a    detailed    discussion    of    the    deployment    to   Pan 
chapter     in     this     history    on     the     Air     Force    Specia! 
Ttcu 
e    the
classes.  Nonetheless,  the  S£  directorate  was  able  to  process 
school  applications  and  fill  all  quotas  for  the  later  classes,  and 
in  several  cases  requested  additional  quotas. 20 
Curriculum  Revised  for  AF5C  B075 
flfe  As  a  result  of  the  realignment  of  officer  intelligence 
AFSCs^n  1983,  the  RE  directorate  had  to  revise  Air  Intelligence 
Process  (AIP)  I,  U,  and  III  to  accurately  reflect  the  change  in 
the  8075  career  field,  intelligence  applications  officers.  Each 
of  the  AIPs  was  a  two-week  course  taken  by  the  Air  Force  Reserves 
and  the  Air  National  Guard  to  qualify  intelligence  officers  and 
NCDs  in  the  B075  career  field.  Mr.  Ralph  Whitebergh,  the  chief  of 
the  H£  directorate's  Readiness  Branch,  ind  Capt.  Richard  C.  Ourand 
drafted  proposed  changes  to  the  AIPs.  In  late  March  1984,  Captain 
Ourand  met  with  members  of  the  Armed  Forces  Air  Intelligence 
Training  Course  [AFAlTC)  at  Lowry  AFE,  Colorado,  and  presented  the 
AFIS/RE  proposals.  The  AFAITC  accepted  the  draft  proposals,  with 
minor  changes.  In  August,  the  National  Guard  Bureau  and  AF/REP 
reviewed  the  proposals  and  approved  them.  The  new  AIP  I,  II,  and 
III  were  scheduled  to  go  into  effect  in  early  1935.21 
HUK3HT  Training 
DTS  10  Evaluation  Responsibili ties 
flBj  The  RE  directorate  designated  the  HUMINT  flight  of 
Detached  Training  Site  (DTS)  10,  March  AF3,  California,  as  the 
evaluator  of  DTS  HUKINT  training,  which  included  the  use  of 
interrogation  approaches,  questioning  techniques,  and  intelligence 
reporting.  Kaj.  Kenneth  I.  Munson  commanded  the  Flight.  He 
performed  a  two-week  active  duty  tour  with  AFIS/KEOS  in  J, sly  to 
familiarize  himself  with  evaluation  concepts  and  procedures." 
tggt  DTS  raanageroent  and  evaluation,  of  DTS  HUKINT  training 
became  effective  1  October  1981.  Since  then  DTS  10  formalized  the 
evaluation  process  by  developing  a  comprehensive  guide  for  DTS 
use.  The  directorate  sent  the  guide  to  other  OTSs  and  flights. 
Oversight  responsibility  for  HUMINT  training  at  OTSs  k-^s 
considered  a  necessary  adjunct  to  formal  training  since  it 
reinforced  knowledge  aained  in  the  AFIR  basic  and  advanced 
interrogation  courses. " 
Revised  Interrogation  Training 
fS)  On  8-9  September  1981,  Detached  Training  Site  3  at 
Castle  AF5,  California,  implemented  a  new  HUM1NT  training  concept, 
which  focused  on  each  segment  of  the  HUMIfiT  exploitation  process. 
Personnel  fro.ii  seven  Pacific  Area  DTSs  participated  in  the 
training:   OTSs  3,  10,  20,  24,  31,  W,    and  49.  DTSs  3,  10,  and  44
training  and 
screening/ assessment  exercise.   Previous  DTS  HUtfiNT  exercises  h 
covered  the  entire  HUMINT  process  ranging  from  source  screening 
termination  and  reporting.   This  was  the  first  time  that 
exercise  was  devoted  entirely  to  exploring  one  segment  of  ti 
process. 25 
AM  The  scenario  was  NAT0-WAR5AW  Pact  oriented.  Ti 
organ  national  elements  functioned  throughout  the  exercise,  ti 
control  teara  end  the  interrogation  center.  The  control  te. 
presented  and  discussed  the  following  topics:" 
al  observati 
recognizing  undent 
;e  control 
able  fc now  led 
indicators  during  : screen^  an 
interrogators 
S,  "l? 
:e,    and  principles  of  : 
language 
AS  Eight  source  screen  ing/assesssisent  exercises  were 
performed,  and  fcnowledgeability  briefs  were  produced. 
Interrogators  used  approaches  and  questioning  techniques, 
previously  learned  at  the  AFIS/ftE  Basic  and  Advanced  interrogation 
courses  and  fro.n  repeated  practices  at  the  QTSs.2' 
thf  Mr.  Whitebergh,  the  chief  of  the  RE  directorate's 
Readiness  Branch,  and  the  exercise  control  team  evaluated  the 
entire  exercise.  Whitebergh  concluded  the  following:  "The  Source 
Screening/Assessment  exercise  proved  an  unqualified  success. 
Principal  credit  goes  to  OTS  3,  10,  and  W  for  sound  planning  and 
preparation.  We  found  that  the  new  HUM1NT  training  concept  will 
provide  a  thorough  understanding  of  each  segment  of  the  HUMIHT 
exploitation  process  thereby  increasing  and  reinforcing  individual 
sk ill  proficiency.  Follow-on  exercises  are  being  planned."^
"Total  Force"  Attendance  at  AIC  and  SIC 
tffc  In  July  at  the  Armed  Forces  Reserve  Training  Center,  Los 
AlaraiTos,  California,  the  ARK  Advanced  Interrogation  Course  (AIC) 
was  conducted.  The  attendees  represented  the  "total  force."  Four 
active  duty  personnel  from  the  Air  Force  Special  Activities  Center 
and  two  from  the  Air  Force  Office  of  Special  Investigations 
attended.  Both  organizations  indicated  that  they  wanted  to  send 
more  active  duty  personnel  to  the  AIC.  Not  to  be  outdone,  the 
Army  decided  to  send  ten  interrogators  to  the  1985  AIC,  On  the 
other  hand,  the  Navy  expressed  an  interest  in  sending  reserve 
officers  to  the  AFIR  Basic  Interrogation  Course.  The  RE 
directorate  allocated  ten  quotas  to  the  Navy  for  the  1985  BIC, 
also  conducted  at  Los  Alamitos,  California.  The  BIC  was  not 
offered  in  1984.  The  low  number  of  responses  for  6IC  attendance 
did  not  warrant  the  time  and  expenditure  for  the  course's 
preparation. 2s 
Advanced  Interrogation  Seminar 
4ft  By  December  1981,  an  advanced  .  or  post  graduate 
interrogation  seminar,  jointly  developed  By  AF1S/RE03  and  DTS  47, 
was  nearing  completion.  The  seminar  featured  sophisticated 
methodology  selected  from  the  special  interrpaation  course  of  the 
Laboratory  for  Scientific  Interrogation,  Tel  Aviv.  Originally 
envisioned  as  a  five-day  program,  the  seminar  was  reduced  to  two 
days,  limiting  content  to  only  new  material.  It  was  programmed  as 
a  "road  show"  for  advanced  HUMINT  reservists.  A  test  program  was 
tentatively  scheduled  for  April  1985.30 
4B  H  workshop  held  26-23  October  1984  at  the  Naval  Post 
Graduate  School,  Monterey,  California,  marked  the  fourth  year  of 
total  immersion  foreign  language  training.  A  pre-worfeshop 
analysis  of  total  immersion  activities  in  fiscal  year  84  revealed 
improved  language  test  scores,  timely  emphasis  on  pre-planned  area 
study-related  topics,  motivation,  advancement  in  military 
terminology  and  its  application  to  interviewing  and  interrogation, 
and  various  innovations  in  teaching  techniques.  Having  gained  an 
additional  year  of  experience,  team  leaders  were  ready  to 
formalize  and  standardize  total  immersion  training.  The  team 
leader  working  groups  produced  data  which  was  to  be  incorporated 
in  a  "Team  Leaders  Suide.'^l
I/O 
AflK  FLP  as  Model 
AFI3, 
5/fitQR, 
S.  Army  FORSCOM  invited  Mr.  Whitebergh, 
j  guest  speaker  at  the  Army  Reserve  Component 
Language  Training  Conference,  held  at  the  Defense  Language 
Institute,  Monterey,  California,  1-3  Hay  1984.  Sponsored  jointly 
by  FOR5CDM  and  DLI,  the  conference  was  intended  to  formulate  an 
action  plan  for  training  thousands  of  Army  Individual  Reedy 
Reserves  (IRR)  and  members  of  reserve  units.  It  appeared  that  the 
Army  was  under  congressional  and  D00  pressure  to  implement  a 
viable  foreign  language  training  program.  To  assist  in  this 
endeavor,  representatives  from  the  Navy,  Marine  Corps,  Air  Force, 
and  uefense  Intelligence  College  were  in  attendance.  Mr. 
Whitebergh's    presentation    on    the    AFIK    Foreign    language    Progra 
(FLP)    generated 
The   key   features    of 
training,       emerged 
Moreover,    the   Army    ti 
i  AFIR  FLP, 
I  methods  being  used. 
support  frcra  the 
y,  Mr.  whitebergh  of  the  Readiness  Branch 
!  for  the  reserve  annex  of  the  Air  Force 
Plan  (riAP).  HAP  was  one  of  the  major 
h  MINT  and  SIGINT  sections,  of  the  Air  Force 
it  stated  requirements  for  intelligence 
,pectives  of  the  major  corsraands,  capabilities 
s  of  functional  managers,  and  shortfalls  and 
|  Some  of  the  information  j 
Question:  "I 
language  qualif ic 
Manning  Document?' 
are  language  ouali 
Answers:      "Ou 
PI  A)      do     not     tit 
language,       withou 
,  billet  ^that  requires  a  sf 
:uisented  in  the  applicable 
srcentage   of  MAs    in   these   i 
Ml!  mmnj  positii 
iave   support  AFSCs 
percent  of 
inands/agencies  {except 
wants  in  OPLANS,  by 
.is. c.ion.  This  method 
ing.  Although  post  corwand 
in  AFSCs  3025  and  2G3KX,  some 
h  as  S07S,  8016,  20IXX,  etc. 
_  linguists  filling  command 
e  3-5  levels."
Answers:  "The  Defense  Language  Proficiency  Test  (DLPT) 
us  a  telephone  test  in  the  spoken  language  are  administered 
.  least  every  three  years.   "      .......  -----     .-... 
of   capabilities 
progress." 
WBILIZATIOK  AND  READINESS 
Exercise  PALACE  READY 
S» Air  Force  Exerci se  PALACE  1 iEADY  S4  was  conducted  during 
the  period  of  23  Ji l\y   -  17 August  84, 
Tfie  purpose  of  the  exercise 
st  the  u: ;e  Of  th< 
Personnel  Data  System  (APDS) 
mobilizi ng  reservi: >ts  during  progressive  levels 
dlta^over 
;t.   The 
i^Jnts' 
"the  Exerci not  transmitted  raobJlization 
se  PROUD  SABER  83  (at  which 
system 
went  down) .   PALACE  READY  84  proved  a 
useful  re' 
:e.  In  add iti'on,  RE  initiated  a  test  of 
world-wide 
otifieat 
on  23  July  I9S4  at  1000  hrs. 
Within  43 Sde ring  the 
t  rate  of 
alert  noti 
93. 5  percent  (1240/1346)  was 
during  tht 
ication  period,  the RE  directorate  thought  that 
ingly  high.35 
:t  rate  a< :hieved  » 
ias  surpris' 
Exercise  f 'Ouoer  an 
jes  RIVER  a 
• JCS  Exercise  POWI 
;4  was  held  from  15  October  - 
26  October  1984. 
On  ft 
tiative,  AF IS/RE  devised  an 
to  test  the  proce ■dures  whic! i  reservists  assigned  to  APIS 
n   asigmentees  (IMAs)  would  utilize  if  they 
where  ArlS/RE  detached  training  sites  were  collocated.  The  chosen 
bas"  and  the  respective  DTSs  were:  Beale  AF-E,  OTS  20,  Castle  AFB, 
015  3,  feClellan  AFB,  DTS  33,  and  Travis  AF3,  DTS  4.36 
9  The  test  involved  two  IMAs  on  each  base.   One  IMA  had 
of  the  commander  (VOCO).  At  OBOO  hrs  on  15  October  the  eight  IMAs 
reported  to  their  respective  base  CBPOs  for  in-processing.  This 
phase  of  the  exercise  assumed  the  local  base  was  the  K-Gay 
assignment  for  each  IMA.  After  completing  the  CSPO  phase,  the 
eight  l^As  reported  to  the  base  transportation  management  officer 
(TMO).  The  second  part  of  the  exercise  assumed  the  IHAs'  M-Oay 
assignment  was  somewhere  in  PACAF.  The  results  of  the  test  were 
mixed.  The  CSPOs  had  no  trouble  in-processing  IMAs.  The  CBPOs 
did  not  worry  about  whether  the  IMA  had  written  orders  or  were  on 
VOCO.  The  TMOs  did  treat  the  IMAs  differently.  An  IMA  with 
written  orders  received  help  while  the  IMA  on  VOCO  received  none. 
The  RE  directorate's  Readiness  Branch  was  to  discuss  this  dile™a 
at  the  ttfA  Operational  Management  Group  Workshop.    It  was
important  for  all  AFIS  It-Iks  to  be  helped  by  i>ase  TMOs  when 
travelling  on  VOCO  orders.  All  AFIS  IWSs  were  instructed  to  be 
prepared  to  begin  travel  to  their  M-Day  assignments  within  twenty- 
four  hours  of  notification.  Most,  if  not  all,  of  these  IMAs 
travelled  on  VOCO.  A  solution  to  this  problem  must  be  found,  but 
at  the  end  of  December,  the  problem  was  unsolved. 3' 
Exercise.UlCHI   FOCUS  LENS 
flB  Fifteen  reservists  participated  in  Exercise  ULCHI  FOCUS 
LENS^T  command  post  exercise  sponsored  by  the  Joint  Chiefs  of 
Staff,  United  Nations  Command,  the  Republic  of  Korea  (ROK),  and 
the  ROK/US  Combined  Forces  Coranand  (CFC),  The  reservists 
augmented  active  duty  personnel  in  administration,  the  Air  Force 
Special  Security  Office,  the  CFC  scripting  cell,  and  other 
elements  in  the  Air  Component  Command's  Intelligence  Directorate. 
They  were  also  in  combat  intelligence  and  exercise  scenario 
controllers. 3& 
MQA  with  ARPC 
fltt  In  an  effort  to  clearly  define  the  separate 
responsibilities  of  the  Air  Reserve  Personnel  Center  (ARPC)  and 
the  RE  directorate  for  handling  intelligence  Category  3 
reservists,  a  memorandum  of  agreement  iMQfi)  was  drafted  atvi 
circulated  through  AFIS/RE.  The  agreement  was  necessary  because 
AFR  35-41,  Volume  II,  "Reserve  Personnel  Policies  and  Procedures, 
Reserve  Training,"  did  not  delineate  the  specific  responsibilities 
of  the  single  manager  of  category  3  reservists,  thus  no  document 
existed  which  dafined  the  role  of  APIS/HE  in  re'.ation  to  the 
function  of  ARPC.  In  December,  the  directorate  sent  the  draft  HOA 
to  ARPC/XP  for  review  and  comment.  In  1935,  the  KOrt  was  expected 
to  be  finalized  and   signet!  by  the  ARPC   and  AFIS  commanders. 39 
Intelligence  Support  Projects  » 
AH  The  Readiness  Branch*s  OTS  Projects  Section  monitored 
over  487  locally  and  remotely  tasked  OTS  intelligence  projects  in 
support  of  30  major  commands,  special  operating  agencies,  the  Air 
National  Guard,  the  Navy,  and  joint  commands.  Through  the 
projects,  the  reservists  received  proficiency  training  and  the 
active  force  and  reserve  force  users  received  intelligence 
support.  Some  of  the  projects  were  the  followina:  Nicaragua 
Country  Brief,  OTS  1,  McGuire  AFB,  for  21st  Air  Force;  Advanced  X- 
Ray  Astorpnysics  Studies,  OTS  5,  Lowry  AFS,  for  Foreign  Technology 
Division;  Weapon  System  Reference  Aids,  OTS  5,  WcChord  AFS,  for 
62d  Military  Airlift  Wing;  Soviet  teleprocessing  analysis,  OTS  7, 
HacOill  AFS,  for  Foreign  Technology  Division;  Brazilian  Nuclear 
Development,    DTS    E,    G-lenview  HAS,    for  Defense   Intelligence  Agency;
■h  The  8£  directorate  managed  the  DTS  projects  through  the 
training  weekend  reports  submitted  by  each  DTS.  The  report  data 
inciuded  project  numbers,  descriptions,  tasking  organizations, 
estimated  completion  dates,  and  time  reservists  devoted  to  them. 
The  data  was  compared  with  previously  submitted  data  and  was 
analyzed  in  terms  of  viability  of  training  value  and  on-going 
status.  Area  directors  and  directorate  staff  also  managed  the 
projects  through  staff  assistance  visits.  Users  assessed  projects 
by  submitting  evaluation  reports."1 
WORKSHOPS 
tijk  Two  joint  and  three  area  director  -  OTS  commanders 
workshops  were  held  during  the  year.  These  workshops,  chaired  by 
the  respective  area  directors,  provided  a  forum  for  DTS  commanders 
to  review  areas  of  management,  operations,  and  personnel  with  an 
objective  to  further  refine  and  improve  the  existing  Air  Force 
Intelligence  Reserve  Program.  The  conimander  and  staff  of  the  R£ 
directorate,  the  mobilization  assistant  to  the  ACS/I,  and  the 
reserve  forces  advisor  to  the  ACS/I  attended  .these  workshops.  In 
conjunction  with  the  Enlisted  Promotions  Selection  Board,  an  Area 
Enlisted  Advisors  (AEA)  Workshop  was  held  on  7  August  1984  at  Fort 
Belvoir.« 
theast/Central  OTS  Commanders  Workshop,  23-25  March  1934  at 
ill  AFB,  Florida,  were  the  following:43 
ISSUE:  Selective  Retention  Boards  » 
COMMENT:   "We   all   understood   the   current   necessity   for 
selective  screening  for  retention.  Most  agreed  to  retaining 
the  unit  vacancy  option  as  an  incentive  for  our  people,   we 
discussed  what  we  as  managers  can/should  do  to  retain  our 
good  people." 
ACTION:     "AFIS/RE    requested   to   provide    immediate   feedback   to 
the  area  staffs  on  results  of  board  actions." 
ISSUE:     Continuation  of  Travel  Problems 
COMMENT:     "The     field     coitrnanders     were     asked     to     document 
problems  and  recommendations. 
ACTIOfs:      "BTC/CCs   plus  AFlSi'RE  oversight  responsibility."
COMMIT:  "AFIS/KE   should   consibe 
experienced  reserves  at  Ft.  Belvo 
KAJCOtf  AD  tours  are  unavailable.  0 
candidates." 
ACTION:  AFIS/RE 
«Some  of  the  issues  discusse 
i/DTS/Coraraanders  Workshop.   2-3 
following:*4 
IS5UE:  "Because  M-Day  assignments  can  be,  and  often  are, 
changed,  is  it  possible  to  make  a  blanket  requirement  that 
all  AFIR  sneakers  be  required  to  take  the  CBW  training?" 
SOLUTION;  "The  regulation  states  that  the  training  is  for 
individuals  assigned  to  high-threat  areas.  This  item  will  be 
recommended  for  all  Cat  "B"  individuals." 
ISSUE:  "Could  more  data  be  provided  on  the  select-out 
RESOLUTION:  "The  same  process  is  used  as  the  one  at  ARPC. 
Board  is  comprised  of  1/2  active  and  1/2  reserve  personnel. 
It— -the  process— is  done  reluctantly." 
ISSUE:  "Space  division  cuts  its  own  prders.  Why  was  it 
decided  that  AFIS  cannot?" 
RESOLUTION;  "AFIS  has  been  cutting  its  own  orders  for  the 
last  2  years  on  the  MPA  side  of  the  house.  RPA  orders  number 
some  3000  sets  annually,  requiring  a  stringent  audit  trail. 
ARPC  is  charged  by  AF/RE  to  handle  the  RPA  account." 
ISSUE:  Exercise  participation  often  excludes  the  reservist's 
it  can  help  by  educating  people  who  are 
;  for  exercises." 
SB  The  annual  Area  Directors'  Workshop  took  place  at  Fort 
Belvoir  on  JU-21  October  1981.  Participants  were  the  mobilization 
assistant  to  the  ACS/1,  the  mobilization  assistant  ;o  the  DACS/I, 
the  RE  directorate  staff,  the  seven  area  directors,  and  the  five 
members  of  the  Board  of  Advisors.  The  workshop  was  a  forum  for 
discussing  items  of  mutual  concern  among  the  leaders  of  the  AFIR 
program,  reviewing  achievements,  and  determining  management 
objectives  for  the  forthcoming  year.35 
tt|  Sorse  of  the  issues  discussed  at  the  Area  Directors' 
Workshop  were  the  following:156 
ISSUE:
an  honorable  service  organization  which  should  exist  for 
DTS/CXs  and  ABs  who  have  contributed  to  AFIfi." 
RESOLUTION:  "BOA  is  tasked  to  provide  an  01  input  for  BOA 
organization  and  tasking  in  three  weeks." 
ISSUE;  "Duty  description  in  OER  for  a  particular  individual 
contained  more  additional  duty  than  lKft  duty  description." 
RESOLUTION:  "AFIS/RE  policy  concerning  duty  descriptions  - 
rater  will  describe  the  ratee's  individual  mobilization 
augmentee  duties.  These  duties  constitute  the  majority  of 
the  description.  Additional  duties  should  be  mentioned  but 
emphasized  to  a  lesser  degree." 
ISSUE:  "Reservists  returning  from  overseas  AD  tours  can 
return  priority  I   on  HAC  air  flights  in  order  to  get  back  to 
civilian  employment  without  penalty." 
RESOLUTION:  "AFR  75-8  outlines  entitlement  and  procedures 
for  requesting  a  priority  Z   return." 
ISSUE:  "IRIS  updates  are  slow  ana  redundant.  Should  we 
continue  to  submit  by  TW  report?   Individual  call  in?  or 
RESOLUTION:  "Continue  to  send  in  changes  by  TW  report, 
individual  calling  and  annotated  reports,  You  can  speed  our 
ability  to  find  and  update  new  data  in  TW  reports  by 
highlighting  on  a  roster  what  changes  are  effective  vs 
PERSONNEL  SECURITY 
-&r     the  Security  Branch  (REPS)  processed  7! 
restigatioris  (SBIs)  and  ZQ1     SBI  periodic 
The  total  of  111   represented"  a  33  percent 
ious  year  due  to*  the  leveling  off  of  the 
entering  the  AFIR  program  with  current 
dition,  approximately  1075  separate  actions 
■rve  tours  requiring  sensitive  compart  (Rented 
5.47  * 
Branch  also  recommended  changes  to  AFRs  10- 
to  enhance  the  procedures  for  processing 
jr  IKAs.    As  a  result  of  staffing  the 
iRPC,  changes  were  approved  to  these 
intent  was  to  expedite  valid  security 
its  of  attachment  and  to  insure  correct 
tiated.  The  regulations  previously  had  not 
he  complexities  associated  with  the  IMA
PERSONNEL  MAHAGEHEHT 
Statistics 
flfe  As  of  31  December  1964,  the  RE  directorate  managed  1,365 
reservists;  1  30?  assigned  and  5fc  attached  for  training-  This 
represented  71  percent  manning  of  the  authorized  strength  (84 
percent  officer  arid  45  percent  enlisted}  of  1,911  positions.*43 
Management  Actions 
Ah  One  °f  the  major  changes  during  1934  was  the  movinc i  of 
posi~s  from  HQ  Tac  to  cowiands  tAsfTCQM,  USCARIB,  CENTCOM, 
ICELAND  DEF,  fctDCOH,  SOUTHCOM  and  AZORES.  Each  of  these  commands 
now  has  position  numbers  for  the  fit  directorate.  Also,  the  203X0 
AFSC  (Linguist/Interrogator)  was  identified  with  a  Special  Duty 
Identifier  of  99606  which  was  awarded  secondary  AFSC  for  the  2Q3XU 
career  field.  SUi  99606  was  identified  as 
Linguist/Oebriefer/lnterrogator  and  was  awarded  to  all  personnel 
holding  AFSC  203X0.50 
(SB  Ouring  the  year,  the  directorate  had  several  overages  in 
the  grides  of  lieutenant  colonel  and  major.  Because  of  these 
overages  (a  first  for  AFIS/RE),  a  total  of,  thirteen  ""tenant 
colonels  and  fourteen  majors  «ere  reassigned  to  HQ  ARPC  (hHRPS) 
Denver,  Colorado,  or  to- other  programs.51 
(■"A  On  th«  enlisted  side  of  the  house,  the  directorate 
witnessed  several  averages  in  career  field  702X0  in  the  grades  of 
master  sergeant  and  above.  As  a  result  of  this,  two  personnel 
were  reassigned  to  AKPC  (NNfiPS)  and  twelve  individuals  were 
offered  secondary  utilization  in  career  fields  201X0  (Intelligence 
Operations)  or  203X0  (Linguist).  As  a  result  of  this  action  two 
personnel  were  maintained  as  702X0s  and  ten  individuals  applied 
for  secondary  utilization  in  the  two  othe/  AFSCs." 
fltt  The  Manning  branch  (REPK)  developed  and  used  a  new  form, 
somewhat  resembling  the  active  duty  Af  Form  90  and  AF  Form  392. 
APIS  asked  all  IMAs  to  complete  this  forflt  to  provide  a  duty 
history  for  future  use,  DTS  transfer  requests,  AFSC  change 
requests,  and  K-Day  command  changes-53 
(B  The  Reserve  Air  Attache  Program  got  a  big  boost  this 
year  with  twelve  personnel  being  assigned  to  attache  positions. 
This  was  an  increase  of  over  300  percent  from  1983.&4 
I  advertisements
candidates.  Word  of  mouth  from  other  reservists  already  in  the 
program  was  also  useful.  The  detached  training  sites  acting 
recruiters  continued  their  local  advertising  Initiatives  by  the 
use  of  newspaper-  daily  bulletins,  and  other  publications. 
During  the  year,  in  applications  for  assignment  to  the  AFIR 
program  were  received.  By  year  end,  of  the  293  applications 
approved,  44  were  currently  pending  publication  of  c.-ders  by  Air 
Reserve  Personnel  Center  or  other  agencies,  and  fourteen  were 
pending  additional  information  to  accurately  request  orders.  Of 
the  413  applications,  63  were  incomplete  and  were  missing  required 
documents  necessary  for  processing. 55 
responsible  for  all  special  actions  and  records  maintenance 
functions  for  the  directorate.  H  processed  995  officer 
effectiveness  reports  {OERs}  271  reserve  airman  performance 
reports  (APK(R)s)  and  1,300  letters  of  evaluation.  Although  many 
OcB/APR  {R}s  received  from  the  DTSs  had  to  be  done  again  or 
corrected,  they  were  reaccoinplished  virtually  error-free  and 
resulted  in  a  final  acceptance  rate  of  Better  than  99  percent. 56 
«The  AFIS/RE  19S4  Outstan-c^.g  Officer  and  Enlisted  IMA  of 
Screening  Board  convened  on  30  November  and  evaluated 
seven  officer  and  seven  enlisted  candidates.  The  officer  selectee 
was  Lt.  Col.  Donald  K.  Woodman,  NCA,  and  the  en'isted  selectee  was 
TSgt  Wary  ft.  Threlkeld,  Sn'A,  They  were  submitted  to  ARPC  for  the 
Outstanding  IMA  of  the  rear  Board  which  was  to  convene  11  January 
19SS.  Capt.  Erifca  C.  Steuterman,  SWA,  was  the  selectee  for  the 
Air  Force  Reserve  Outstanding  Junior  Officer  of  the  Year  1984. 
She  was  submitted  to  USAF/REP  for  the  1381  Air  Force  Ksserve 
Outstanding  Junior  Officer  Board  which  convened  at  Hg  USAF/REP, 
Washington,  Uu,  11  December  1984.  The  AFIS/RE  RACP  Screening 
Board  evaluated  eleven  reserve  enlisted  candidates  on  13  June,  and 
?e  to  the  ARPC/SACP  Board. 5? 
fl|  The  Reserve  (ion-Extended  Active  Duty  (KQNEMD)  Officer 
Unit  Vacancy  {liV)  and  Permanent  Mandatory  Promotion  (Reserve 
Officer  Prossotion  Act  {ROPA]  function  experienced  a  busy  year  as 
indicated  in  the  following  pronation  statistics:*8
DATE/GRADE       AFIS/RE  AF/ttSSERVE 
Oct  84/Col       N/A 
Jufi  84/Uc     65/46(71X) 
Mar  84/Maj     55/49(89%)     988/686   (69$) 
Aug  84/Capt  19/19(100*}   399/355    (89K) 
,  The  Reserve  NONEAU  Enliste 
jgust.  The  following  statist 
1      considered,      recommended. 
HmnKt£a/s£.ucm> 
AFIS/RE     AF/RESERVE 
Z/Z(IQQ%)  163/94(53*} 
3/3(100$)  09/65(73*3 
7/6  (86S)    24/15(63S) 
Promotion  Screening  Board 
;s  represent  the  number  of 
and   promoted   as   of   31 
C0NSli)ERE0/REC0l#OP£n     PROMPTED  AS  OF  31  MX 
accoiiipTTstiments  and  support  by  way  of  awards  and  decorations:™ 
TYPE, OF  AWARD  AWARDS  APPROVED    AWARDS  DISAPPROVED 
Legion  of  Herit  2  „             0 
Meritorious  Service  Medal  20  5 
Air  Force  Commendation  Medal  42  0 
Air  Force  Achievement  Medal  44  0 
TOTAL  108  S 
MB  The  QyaHty  Force  Branch  was  also  responsible  for  the 
daily^oneration,  maintenance,  management,  and  control  of  the 
computerized  Intelligence  Reserve  Information  System  (IRIS)  and 
the  Officer  and  Enlisted  Personnel  Information  Files  (PIFs)  for 
approximately  1,370  personnel.  Considerable  time  was  spent  in  the 
development  and  design  of  a  better,  more  functional,  computerized 
IRIS  system.  Approximately  40D  hours  were  logged  in  maintenance 
and  update  of  mechanized  data  pertinent  to  the  IRIb  Computer 
Program.  Also,  1,325  scheduled  reports  were  processed  in  addition 
to  many  unscheduled  reports.    Computer  product  support  was
provided  by  USAF  Data  Services  anfl  the  Pentagon  for  the 
Abbreviated  Master  Report,  incumbent  Roster,  and  Security  Roster 
generated  from  IRIS. 61
DIRECTORATE  OF  PERSONNEL 
MISSION 
STfte  Directorate  of  Personnel  (DP)  provided  the  APIS 
•  with  assistance  and  recommendations  on  all  matters  that 
pertained  to  AF/IN  and  APIS  military  and  civilian  personnel 
acquisition  and  assignment,  career  development  and  training,  the 
Air  Force  Manpower  and  Personnel  Center,  and  PALACE  SENTINEL.  It 
also  monitored  Air  Force  intelligence  personnel  resour  "~  --J 
programs  to  facilitate  harmony  of  interests  and  efforts.* 
QftSAKEZATION 
flfe  On  6  February  1984,  the  AFIS  Manpower  and  Organization 
Division  approved  the  directorate's  request  for  an  organizational 
consolidate  DP's  three  divisions:  1)  Civilian  Personnel,  Z) 
Military  Resources,  and  3)  Career  Development,  into  two  divisions: 
1)  Civi 1 ian  Personnel  (AFIS/BPC)  and  2)  Mi  3  itary  Personnel 
(AF1S/DPK).  Kithin  the  new  Military  Personnel  Division,  the 
former  Career  Development  Division  became  the  Personnel  Programs 
Branch  (DPRT).  No  changes  occurred  within  the  Civilian  Personnel 
Division. ? 
M0  There  were  two  reasons  for  the  organizational  change: 
first,  the  crossover  of  functions  among  military  education, 
training,  and  assignment  functions  highlighted  the  need  for 
unifying  management  helow  the  level  of  director,  and  second,  the 
creation  of  the  new  position  of  chief  of  the  Military  Personnel 
Division  promised  to  provide  the  director  with  the  needed  support 
to  work  colonel  matters  for  AF/JN  and  AFIS  and  for  Air  Force 
intelligence  service-wide. 3 
ansfer  of  Position  to  DPC 
0  The  dire ctorate's  organizational  change  request  of 
February  indicated that  there  would  be  no  change  in  the  Civilian 
Personnel   Division i   (DPC].     By   summer,   however,   certain 
the  division's  functional  organization  were 
implemented  for  pur 
ill  ties.   In  July  a  civilian  was  detailed  from 
the  Personnel  Progi ■ams  Branch  of  the  Military  Personnel  Division 
to  the  DPC  to  work 
training  matters  for  AF/IN  and  APIS  civilian 
ontinue  developatent  of  a  civilian  Intelligence 
Career  Development 
Program.    At  the  same  time,  the  Civilian 
Personnel  Division 
requested  a     classification  and  recruitment 
a  permanent  basis,  the  position  to  which  the 
civilian  employee 
was  transferred.   These  actions,  in  effect,
Key  Personnel 
flRl  Col.  Ronald  0.  Skorepa  continued  as  the  director  of  the 
DP  directorate,  a  position  he  held  since  1  April  1382.  On  Z3  May, 
Lt.  Co!.  John  S.  Oolan  assumed  responsibilities  as  chief  of  the 
newly  established  Military  Personnel  Division.  Maj.  Stephen  D. 
Broylas  was  chief  of  the  Military  Personnel  Resources  Division 
until  15  January  1984,  and  Lt.  Cynthia  D.  VanEvery  was  chief  of 
the  Education,  Training,  and  Career  Development  Division.  Ms. 
Marilyn  Hoopes  continued  throughout  the  year  as  chief  of  the 
Civilian  Personnel  Division, 5 
Manninti  Strength 
mi    As    of    31 
was  aTToiJows: 
December,     the    d borate's   « twming    strent 
AUTHORIZED 
A5SI6KED 
PERCENTAGE 
OFFICERS 
ENUSTEO 
CIVILIANS 
TOTAL 
H 
I? 
100S 
100S 
100% 
100% 
MILITARY  PERSONNEL 
Personnel  Proofs 
SThe  primary  mission  of  tke  Personnel  Prograras  Branch  was 
■e  that  the  personnel  in  Af/IN  and  APIS  were  properly 
trained  to  meet  mission  requirements.  The  following  statistics 
show  the  growth  of  APIS  training.6 
EDUCATION  AMOTRAIjHNS 
HILITART  CIVIIIAW 
FYB1  FYS?  FY83  FY34  FYS5*  FY81  FY82  FT83  FY84  FY85* 
FUNDS 
1S000)   24.0   33.0  W. 5  50.0  52-1  S.O  14.0  15.5  15-0  17.0 
QUOTAS   70     154   260   330  227   62   65    75    63    11 
*FY85  Projected
litary  Education  (PM£)  opportunit 
PHE  OPPORTUNITIES 
FYS!   FYB2    FY83   FY84   FY85   FYS6 
SQUABRON  OFFICER  SCHOOL 
NCO  ACADEMY 
NCO  LEADERSHIP  SCHOOL 
'Quotas  for  Squadron  01 
ahead  of  a  class  start 
eight  quotas. 
research  programs. 
refine  procedures, 
conducted  to  cult 
:ion  established  in  198     
lir  Force  for  selected  intelligence  tr 
Throughout  1984  it  sought  to  susta 
igence   Training 
intelligence  training  and 
lalysts 
d  rsanagers. ° 
j/0  On  19  October,  the  ACS/I  sent  a  letter  about  intelli- 
gence training  to  over  thirty-five  addressees  worldwide, 
informing  them  of  the  three  basic  programs,  1}  Defense  Advanced 
Language  and  Area  Studies  Program,  H)  DC  I  Exceptional  Intelligence 
Analyst  Program,  and  31  Quality  of  Analysis.  The  first  program 
was  sponsored  by  the  OIA  and  was  open  to  Air  Force  mid-career 
officer  and  civilian  Third  World  intelligence  specialists.  Its 
purpose  was  to  improve  Third  World  analysis  and  language  expertise 
through  full-time  study.  Selection  priorities  for  fiscal  year 
1985  were  Sub-Sahara  Africa,  Middle,  East  (emphasis  on  Gulf 
States),  North  Africa,  Southwest  Africa,  Southwest  Asia,  Turkey, 
South  and  Southeast  Asia  and  South  and  Centra?  America.  The  0C1 
Exceptional  Intelligence  Analyst  Program  was  open  to  Air  Force 
raid-career  officer  and  civilian  intelligence  analysts  for  the 
purpose  of  conducting  a  professional  enrichment  project  around 
analysts'  interests  and  skills.  The  Quality  of  Analysis  program 
was  open  to  professional  Air  Force  officers,  enlisted  personnel, 
and  civilians  engaged  in  journeyman-level  general  intelligence  or 
science  and  technology  analysis.9 
On  29  November,  the  Personnel  Programs  Branch  convened  a 
11  igence  officers  to  review  appl"1*™"-  '"A 
board   of 
recommend  nominee;  tor  tne  intei 
DIA-sponsorefi  Quality  of  Analys.-  r. .,. 
growth  in  popularity,  and  the  thirty-three 
carefully  scrutinized  to  t 
igence  training  programs.   The 
•  program  showed  the  fastest
within  the  limits  of  the  budget.  DIA  had  provided  1125,000  to  the 
AFIS  budget  to  fund  the  program,  a  considerable  increase  over  funds 
allocated  for  it  in  fiscal  year  198-4.10 
Mb  The  board  which  convened  or,  23  November  also  considered 
the  two  applications  to  the  DC1  Exceptional  Intelligence  Analyst 
Program  and  the  three  applications  for  the  Defense  Advanced 
Language  and  Area  Studies  Program.  The  limited  number  of 
applications  received  for  these  lengthier  programs  suggested  to  the 
RE  directorate  that  comnanders  were  reluctant  to  release  their 
best  people  for  one  to  two  years  of  training.  Manpower  concerns 
played  a  part  in  interested  organizations'  decisions  to  take 
advantage  of  these  unique  training  opportunities.  For  example, 
manpower  authorizations  were  not  provided  for  personnel 
participating  in  the  DC!  Exceptional  Analyst  Program,  so  selectees 
were  expected  to  occupy  billets  in  their  parent  organizations  for 
whatever  period  of  time  they  were  in  training  which  could  be  as 
long  as  two  years.  Despite  this  imitation,  AF1S/DPRT  was  able  to 
enroll  a  qualified  Air  Force  officer  during  1934,  with  a  projected 
completion  date  of  Hay  1986." 
(DALA3.  ,  ....     r.  .,.  _   
lasting  as  long  as  two  years  in  some  cases..  The  s 
regard  to  billets  was  somewhat  better  than  for  the  DC1  program 
since  manpower  authorizations  were  provided  by  DIA  to  AF/IN  for 
each  DALASP  student  selected.  Nonetheless,  this  still  meant  that 
an  organization  had  to  give  up  a  well  qualified  person  and  request 
•acement.   There  were  two  military  OAIASF  biJ'  — - 
available 
in  1984  and  I 
mailable  on  1 
i  of  a  civitia 
October  19d4  when  DIA 
r  billet  to  a  military  one 
OAIASP  billet 
approved  the 
>  for  the  FY3S 
program. 
BB  The  board  found  that  applications  for  all  of  the  long- 
term  Training  programs  were  of  top  quality  and,  despite  the 
limited  competition,  experienced  no  difficulty  in  selecting 
candidates  for  all  FY85  openings. 
Mfc  Another  intelligence  training  program,  the  Area 
Specialist  Program  (ASP),  underwent  some  important  developments  In 
1984.  By  3  August,  AFIS/BPRT  published  a  new  edition  of  the 
governing  regulation  for  the  program  (AFP.  36-161  which 
incorporated  a  number  of  changes,  the  most  significant  of  which 
involved  the  following:1' 
1.  Established  HQ  AFI5/GP  as  the  ASP  program  manager  for  the 
2.  Transferred  tc  MPC  resource  advisors  the  authority  to 
select  officers  for  AFIT  area  studies  training.
3.  Simplified  the  appl i cation  procedure  and  modified  the 
qualifications  for  ASP  applicants. 
Bt  Meanwhile,  the  Directorate  of  Personnel  Programs, 
Education  Programs  Division  (BQ  USAF/WPf.)  began  to  study  the  ASP 
as  a  result  of  an  AF/CVA  suggestion  to  use  AFROTC  scholarships  far 
Chinese  language  training  and  the  resultant  AF/K?  tasking  to  loofc 
Into  the  possibility  of  accessing  officers  with  language 
proficiency  to  develop  a  broader  base  of  support  for  the  ASP.  On 
3  August,  AFIS/DPRT  participated  in  a  USAF  Area  Specialist 
Conference  hosted  by  AF/W>PE  to  discuss  problems  and  possible 
solutions.  Following  this  conference,  AF/MPP  proposed  to  the 
ACS/I  that  AF/MPP  be  established  as  overall  ASP  program  manager  to 
establish  a  program  that  would  be  fully  integrated  into  the 
personnel  system  and  better  equipped  to  manage  the  careers  and 
snaxiaiue  the  training  of  all  area  specialists.  The  ACS/I 
concurred  with  this  proposal  on  4  September,  with  AF/MPP 
acknowledging  receipt  on  17  September. 13 
—  At  the  end  of  December  1984,  there  were  thirty-four 
Intel ngence  officers  enrolled  In  the  Area  Specialist  Program. 
Twenty-nine  of  these  were  attending  the  Navai  Postgraduate  School, 
and  the  regaining  five  were  attending  various  civilian  institutes. 
HQ  AFMPC  PALACE  SENTINEL  resource  advisors  selected  another 
twenty-one  intelligence  officers  in  the  latter  part  of  1984  to 
enter  training  in  1985. 
Assignments 
Officer  Manning 
flB  The  Officer  Assignment  section  of  the  Assignments  Branch 
once  again  experienced  problems  with  the  manning  of  Human  Resource 
Intelligence  (BUMINT)  officers  for  the  Air  Force  Special 
Activities  Center  (AFSAC).  Witt,  the  .addition  of  thirteen  new 
officer  HUK1NT  billets  at  the  end  of  the  fiscal  year  19S4,  the 
problem  was  expected  to  continue,  although  PALACE  SENTINEL  worked 
diligently  in  1984  to  provide  high  calibre  officers  to  fill  these 
key  positions." 
flb  Air  Staff  manning  for  1984  was  100  percent;  AFIS  manning 
was  90  percent.  AF  manning  for  the  80XX  career  field  was  87 
percent  for  1984.16 
flft  AF/IN-AF1S  experienced  a  high  turnover  in  ^ leadership 
durino^he  year.  New  directors  wer( 
AF/IN-AF1S  directorates.    Five  n< 
installed  into  AF/IN-AF1S  billets.   ...  „ 
AF/IN-AFIS  staff  elements  created  manning  problems  m  1984. 
the  addition  of  new  positions  and  units,  AFMPC  and  ArlS/OPHRO 
gned  to  five  of  the  e 
vision  chiefs  i — 
Ignment  of  office
s.*7 
fflB    In    May   i934,    the    alignment   of    e 
■  of  Estimates  (AF/lttE)  reorg-wizatton  was  depleted. 
Kc-rkino  closely  with  AF/INE,  AFIS/DPKKO  was  able  to  align  the 
reguired  manpo-er  changes  and  create  a  workable  situation  by  July. 
In  a  related  tisove,  AFIS/IfiQA  (Special  Studies  Division! 
transferred  from  Boiling  AFB  to  Washington  Navy  Vard  on  15 
October.  This  reorganization  «as  accomplished  to  bring  all  of 
AFIS/INOA  together  at  one   location.  18 
Enlisted  Manning 
flfe  Airman  assignments  within  AF/IN-AFIS  continued  to  be 
fiHedat  a  tiigfc  on-board  strengtn  in  1934  with  Air  Staff  manning 
averaging  100  percent  and  Kf}  WIS  manning   averaging  97  percent." 
&k  Effective    1    Octoisr    1984,    AfSC    203X0     (Linguist/Inter- 
erroneous! 
lir   Reserv e    senior   enlisted   member    as 
ited   in   the  regular   Air   Fore 
aversely     affected     fiscal 
and   promotion   opportunity  - 
1's    careei 
■    field,    ' ;he    Air    Force.         A     dischat 
in   1934   re 
mediate   discharge,    but   In
ESLISTEp  CflTESPRtES 
are      set. 
siessed  for  AF/IN   sua 
Rs)     and    335    Mrnan 
j   far  AFiTK    and  flfIS 
5LIi!*       PEgCOT         SWCER  IAT£         PEHCEKT 
T(ie    following    were 
cfurino  1984:^
AFIS  Company  6rarie  Officer  of  the  Tear 
1  Lt  Cynthia  IS.   Vanivery 
AFlS/OP 
AFIS  Senior  NCO  of  the  Tear 
SMSgt  Bobtiy  (■'.   Carter 
»Q  PSAA 
AF1S/NC0  of  the  Year 
TSgt  UeUoralt  t..   Groves 
AFIS /DA 
AFIS  Twelve  Outstandirtq  Airroen  of  the  Tear 
!sHl>gt  feooby  f.   tarter                   t 
STEP  Promotion 
SSgt  Larry  S.  Brown  -  Promoted 
to  TSgt  on  J  Jan  B4 
Ar'S/INOA 
Outstanding  KMCOM  Personnel  Superintendent 
MSgt  Elizabeth  J.  Paul* 
CIVILIAN  PERSONNEL 
Civilian  Hanninq 
fl|    On,  31    December    1934,    the  AF/Hi-AFIS   civ ilian   status
authorized  nigh  grade  ratio  (20.16);  however,  declining  strength 
figures  was  expected  to  impact  negatively  on  this  ratio  in  the 
future.  As  of  31  December,  the  high-grade  control  picture  for 
AFIS  was  as  follows:25 
tfe  To  satisfy  the  management  headquarters  drawdown  levied 
/IK,  four  Air  staff  civilian  positions  were  realigned  from 
AF/IHE  to  AFIS/JNQL.  The  positions  were  incumbered.  Reduction- 
In-Force  was  not  administered  during  1984  for  either  Af/IN  or 
AFIS. 2? 
Program  for  General  Intelligence  Personnel 
flfc  for  several  years,  the  Air  Force  and  DIA  had  been 
working  to  find  a  way  to  wake  the  DOD  Intelligence  Career 
Development  Program  (ICDP)  compatible  with  Air  Force  procedures 
and  systems.  Toward  this  end.  Air  Force  and  DIA  concentrated  in 
1984  on  accomplishing  the  automatic  tape  transfer  of  Air  Force 
civilian  personnel  data  into  the  Defense  Intelligence  Special 
Career  Automated  System.  On  Z5  April  84,  a  meeting  was  held  at 
Randolph  AFB,  with  representatives  from  OCPO,  IDA,  AFMPC,  and 
AFIS,  where  it  was  proposed  that  AF  Form  267-5,  Individual 
Development  Plan  (IDPj  be  used  by  Air  Force  employees  who  were 
covered  by  the  000  Intelligence  Career  Program  instead  of  the  DD 
1917,  Employee  Appraisal/Development  Plan.23 
flfc  All  parties  agreed  that  other  actions  were  needed  to 
make  l!ossible  the  flow  of  information  from  the  Air  Force  Data 
System  to  the  DIA  system.  These  were  the  following:29 
flfc  2.  AF/CCPO's  assigning  those  positions/employees 
covered  by  the  ICDP  a  special  code  designator  which  mould 
automatically  flow  data  to  the  DIA. 
H  2.  Adding  additional  intelligence  courses  to  PDSC 
tat>1e"lSS  to  make  them  available  for  use  on  AF  Forsa  2674, 
Individual  Development  P^an    (I0P).   li)Ps  and  the  necessary
information  would  then  be  able  to  flow  thru  a  tape  transfer 
to  DIA  for  use  in  ECBP.  In  order  to  get  this  action  underway, 
Colons!  Sfcorepa,  the  head  of  the  DP  directorate,  met  with  a 
representative  of  OCPG  on  16  October  at  Randolph  AFB  and 
provided  hira  with  a  list  of  courses  for  inclusion  Into  table 
188  which  had  been  previously  agreed  on  by  DIA,  HQ  AF/MPK, 
and  AFIS.  Inclusion  of  these  courses  into  table  188  was 
expected  to  take  place  in  February  198S,  with  the  whole 
system  being  in  operation  by  August  1985. 
Review  of  DALASP 
^b  The  Defense  Advanced  Language  and  Area  Studies  Program 
(DALASrT  was  established  in  fiscal  year  1982  to  promote  advanced 
language  training  and  area  studies  for  intelligence  analysts  who 
specialized  in  t*>e  production  of  priority  intelligence  about  the 
Third  World.  Beginning  in  March  1984,  a  review  of  the  DALASP  was 
initiated  by  DIA  with  service  participation  to  determine  why  the 
DALASP  was  being  used  at  only  one-third  of  its  capacity.  As  a 
result  of  that  review,  refinements  designed  to  make  the  program 
aiore  responsive  to  service  and  DIA  needs  were  authorized  in 
The  major  changes  in  the  DALASP  which  were 
itively  affect  civilian  participation  were  the 
following: 
•  - 
me  nt/ augment at 
s  authori zee 
3   or   rep lac 
These  long  sought  ( 
intelligence  comraun; 
procedure  was  to  b 
year  8S.M 
0PM  Evaluation 
:   expected   to   enable 
i  DALASP-     The  t- 
■  On  28  Karen,  the  Office  of  Personnel  Management  (0PM) 
i  a  one  day  on-site  visit  to  HQ  AFIS  at  Fort  Belvoir.  The 
of  this  visit  was  to:  1}  gather  line  information  and 
:1  management  at  the  installation  and 
an  a  random  sample  of  AFIS  headquarters 
..  ...  part  of  the  evaluation,  the  OPH  evaluator 
the  Andrews  AFB  CCPO.31 
assess  the  status  of 
Z)    collect  informati 
also  spent 
■B  The  evaluation  contained  findings  that  had  been  of 
™to  AFIS  management  for  some  time,  and  which  included  the 
*ing  subjects:3? 
of  Air  Staff   p 
1.     Personnel    proble
AFIS  positions  in  the  DC  area  being  serviced  by  Andrews  AFB 
4k  2-  Emerging   trend   in   the   upgrading   of   AFIS 
positions. 
4)  3-  Position  Management 
A)  4.  The  inordinate  length  of  time  necessary  to  fill 
of   Andrews   AFB   CCPQ   vacancy 
41  6.  Establishment   of   a   Performance   Management 
valuation  system 
£  A  copy  of  the  evaluation  report  was  forwarded  to  MQ  Air 
AFR 40-452  Performance  Management  Program 
■■  Effective  1  July  1931,  the  Air  Force  implemented  a  new 
civilian  performance  management  program,  the  governing  regulation 
for  this  new  system  (AFK  40-452,  Performance'  Management  Program) 
incorporated  Air  Force  regulations  40-450,  40-451.  40-52?  and 
portions  of  AFR  30-335. 34  Also,  a  single  form  (the  AF  Form  860, 
Civilian  Performance  and  Promotion  Appraisal)  was  introduced  which 
replaced  the  following  three  existing  forms:35 
4k  3.  Af  Form  1281  -  General  Manager  Appraisal  (G«AS) 
■ft  2.  AF  Form  1282  -  Job  Performance  Appraisal  (JPAS) 
M  3.  AF  Form  1287  -  Civilian  Potential  Appraisal 
w     (CPAS)  * 
A  AFR  40-452  called  for  establishment  of  a  quality  control 
procedure  for  review  of  plans  at  the  beginning  and  end  of  the 
appraisal  period.  To  comply  with  this  requirement,  the  following 
members  of  the  AF/IN-AFIS  Merit  Pay  and  Incentive  Awards  Coiwtittee 
were  designated  to  act  as  Quality  Review  officials  for  civilians 
under  their  jurisdiction:35 
DACS/1  (AF/IN  Exec  Officers)  -  AF/IN,  AF/INj,  AF/INA  (AFIS) 
Director  or  Deputy  -  AF/INE  (to  include  AFIS/INQ) 
Director  or  Deputy  -  AF/INY  (to  include  AflS/IND  &  AF1S/INZY) 
AFSAC/CC  or  CV 
Director  AFIS/INS 
AFIS/CV  (Remainder  of  AFIS  organization)
SB  AFIS/DPC   provided  administrative   and   technical 
assistance  guidance  to  Quality  Control  Officials  throughout  the 
implementation  of  the  system.  During  July  and  August  1984, 
AFIS/DPC  conducted  training  on  the  new  Performance  Management 
Program.  Training  sessions  were  held  at  Ft.  Belvoir,  Boiling  and 
the  Pentagon-   Both  management  officials  and  employees  attended 
the  training. 37 
Merit  Pay  and  Performance  or  Incentive  Awards 
official.  From  1981  through  1983,  Col.  Jack  Morris,  the  ACS/I 
executive  officer,  had  served  as  the  unit  official.  The  Merit  Pay 
unit  consisted  of  twelve  AF/IN  employees  and  twenty-five  AFI5 
employees.  The  Merit  Pay  unit  committee  met  on  24  July  to  review 
General  Manager  (S«)  employee  appraisals  and  recommendations  for 
cash  awards.  The  committee  consisted  cf  the  director  or  deputy 
director,  AF/INE;  the  director  or  deputy  director,  AF/3NY;  the 
director,  AF1S/INS;  the  AFSAC/CC  or  CV,  and  the  AFIS/OP  or  DPC  as 
executive  secretary,  non-voting.  Twenty-four  GM  employees 
received  cash  swards,  ranging  from  1  to  4  percent  of  their 
salaries.  The  Merit  Pay  Performance  Awards  for  ratings  given  on 
3D  June  1984  *-.<■?  paid  according  to  instructions  received  by  the 
Central  Civilian  Performance  Office  on  14  October  1384.-"* 
PROGRAMS  HWISED  SY  DP  DIRECTORATE 
Intelligence  Youth  Employment  Program 
■■  In  1983,  AFIS  instituted  a  yoUth  employment  program  t 
encourage  well -qualified  students  to  pursue  federal  careers  in  W 
intelligence  field.  The  program  continued  in  1984,  with  a  tot! 
of  three  students  hired.  One  was  placed  in  AF1S/1NC,  and  U 
other  two  were  assigned  to  AFIS/IffOZBEG.  AFIS/DPC  planned  i 
continue  recruiting  for  the  Youth  Employment  Program  in  1985."° 
M  Throughout  the  year,  the  DP  directorate  managed  the  AFIS 
Suggestion  Program.   The  suggestion  log  book  revealed,  in  part, 
tha   Fnl  3r-bftfinn    infnrmation:4*
FINAL  ACTION/ 
TITLE 
QPft 
REHftRKS 
Exceeding  Safe  Time 
Not  Processed  through  DP 
Distribution  of  AF1S/ 
AFSAC  Pubs 
AFSAC/BA 
Not  Approved 
Parking  Signs  near 
Efit  566 
IE 
Hot   Approved 
Self-Hetp  Graphics 
Support 
imw 
Not  Approved 
Yards  I   Grounds  Detail 
Duties  &  Rspns 
CCF 
Not  Approved 
Chng  of  Appl  Proc  - 
Oef  Attache  Duty 
IKH 
Hot   Approved  Proc  Exist 
Background  book 
UAu 
NPTDP  Not  feasible  admin 
AFIS  Compound 
Telephone  Lines 
riot  Elig-Appv  non-cash 
Copy  Machines  ^r  IS 
Compound  Ft.  Selvoir 
DA/AC 
NF  due  to  current  action: 
Specific  Building  Names 
CV£ 
Wot  Approved  -  AFR  900-9 
Stripes  of  F.xep  Perf 
(STEP)  for  AFIS/R£ 
fit 
Not  Approved 
Sales  Tax  Exemption 
for  Airline  Tickets 
2700TSS/ 
PENDING  AT  OPR 
Retrieval  of  Airline 
Mileage  Club  incent 
17D0TRS/ 
LGT 
Not  Approved 
HUKIKT  Intern  Program 
AFSAC 
Interim  Reply 
New  &  Revised  Depart- 
Fend  at  OPF 
Weight  &  Control  Prograi 
Pj-nd  at  OPF 
After  Hours  Access  to 
Alarmed  Areas 
1100th  DPF 
Supply  Delivery  Locatio; 
Change 
Voluntary  fitness  Test 
rectorate  sponsored  two  physics 
t  of  which  was  on  7  June,  and  t 
■   conducted   from   the    Wells  Fiel
;    who  did  the  3  miles  required  by  Air  Force 
'Brown  Bag"  lunch  Program 
fl0  In  January  1984,  Mrs.  Alta  Gardner  of  AFIS/DP  initiated 
a  series  of  lunchtims  'brown  bag"  familiarization  sessions  for  the 
civilians  and  military  personnel  working  in  Fort  Belvoir's  AF3S 
compound.  These  luncheons  were  scheduled  throughout  the  year,  and 
provided  informal  and  informative  learning  experiences  for  the 
APIS  employees  who  attended.  Some  of  the  speakers  and  subjects 
were  Lt.  Col.  fiowe  on  AFSAC  functions  and  duties;  Colonel  Webb  on 
his  experiences  as  a  POW  during  the  Vietnam  conflict;  Claude 
Watfcins  on  terrorise;  Lt.  Col.  Garner  on  the  budget  process;  Diane 
Putney  on  the  origin  of  Ar IS;  Linda  Sowers  of  the  Red  Cross  on  the 
uses  of  blood;  Lt.  Col.  Wilder  on  targeting;  Major  D'Aguiar  and 
Major  Roser  on  deployment  to  Grenada;  Major  Dussault  on  debriefing 
of  Hsvy  pilot  held  by  Syria,  aitd  Phyllis  Pickard,  Mary  Jane 
Gantiler,  and  Alta  Gardner  demonstrating  crafts. 43 
DATA  PROCESSING  INITIATIVE 
fl£  The  DP  directorate  continued  efforts  to  increase  in- 
house  data  processing  capability  throughout  1984.  HQ  AFWC 
approved  the  directorate's  request  to  hook  its.  Philips  MICOH  2002 
word  processing  system  into  the  Advanced  Personnel  Data  System 
(APDS).  This  action  provided  additional  terminal  capability  to 
retrieve  data  frosn  APDS.  To  date,  however,  the  directorate  was 
able  to  obtain  information  only  on  personnel  assigned  to  AflS  —  a 
     factor  on  the  directorate's  ability  to  retrieve  and 
ulate  d 
a  iA 
flP  Concurrent  with  USAF's  changeover  to  the  Honeywell 
computer  system  for  the  APOS,  the  directorate  requested  that  HQ 
AFKPC  expand  its  world-wide  access  to  include  the  HI  COM  system  in 
addition  to  the  main  Honeywell  CRT.  approval  of  this  request 
would  enable  AFIS/DP  to  obtain  and  disseminate  data  as  previously 
conceived,  and  vastly  assist  in  making  timely  assignment  and 
career  management  decisions.  Another  development  which  occurred 
during  the  year  involved  receipt  and  installation  of  two 
additional  MICGM  terminals  and  two  more  printers,  which  further 
expanded  the  system's  accessibility.  The  new  2X2  system  was 
approved  for  purchase  during  FY35.'"
CHAPTER  V 
HUKMi  RESOURCE  INTELLIGENCE 
R  FORCE  SPECIAL  ACTIVITIES  CENTER- 
Of  the  CY1984  AFSAC  I 
;   separate   CY19S4 
volume  and  fii 
documents.  -  ^^  /rS^Crr^JsU.  fU-  f~jn£.  ~S^b 
?„S0-  «r«  fc*A.
ffiOBUMTEHS 
mm 
BEIACWOl 
BOAGflEBT 
U.u.u.kui.ir 
AFSAC  WKHING 
Officers 
Enlisted 
Civilians 
Total 
ining  strength  throughout  AFSAC 
ASSI6HE0    PERCElfT
HUHINT  POLICY  GROUP 
»  AFSAC  was  under  the  coaraand  of  the  Air  Force  Intelligence 
The  assistant  chief  of  staff,  Intelligence  (ACS/3J, 
acting  through  the  Air  Staff  HUHIKT  Policy  Group  (AF/INYSH), 
provided  AFSAC  with  HUMJtfT  program  resource  management, 
operational  oversight,  and  policy  direction.8 
HQ  0RQA8IZATION 
MB  The  AFSAC  headquarters  consisted  of  a  comsand  section  and 
twofflvisions:  Operations  (INO)  and  Plans,  Resources,  and  Support 
Key  Personnel 
»Cal  Nick  Yankowski  continued  as  cosrctander  of  AFSAC,  a 
he  held  since  1  October  1981.  On  5  March  1984,  Co) 
Charles  R.  Piver  replaced  Col  William  F.  Bale  as  vice  contender. 
Col  Bale  became  the  director  of  Intelligence  Plans  and  Resources, 
Space  CoffBiand,  and  Col  Piver  had  been  the  commander  of  the 
security  police  unit  at  the  375th  Aeromedfcal  Airlift  Wing.  Lt 
Col  <iohn  W.  Doxey  was  promoted  to  colonel  and  continued  to  head 
the  Operations  Division.  Lt  Col  Clarence  L.  Fairbrother  replaced 
Lt  Col  Stephen  H.  ftowe,  who  retired  from  the  Air  Force  on  1  August 
and  who  had  been  head  of  the  Plans,  Resources,  and  Support
d   Systems,    HONINT  Branch   jAF/IKYSH). 
ected  the  HUMINT 
of  all  ATSAC  field  elements .  and  coordinated 
operations,    projects,  , and programs    It    * 
,0n  Z9  August  the  Operation;  Division,  which  consisted 
inches.  Collection  Management  (INOA),  Security  (MOB),  a 
;s     Support      {1NOCJ,      was     reorganised.  The     Operatic 
Jranch  was  redesignated  JtiQS,  and  the  Security  Branch  w 
J.  The  reports  officers  within  the  Security  Branch  xe 
•d     to     the     various     regions!  »desfcs     within     Collects 
desks  themselves  could  perform  the  MOB  functions  J3 
e     Collection     Management     Branch     consisted 
:tion    (1N0AA),    the    Pacific   Section    (IMOAB),    . 
ii  sphere     Section      (!««:!•  The     branch     [ 
guidance     to     the      headquarters     of     each 
irea    and    the    COttUS-based    detachments    end    mai 
f    national-level    analytical    and    production    el 
)  conducted  operational  development  planning,   all 
future  USrF  HUMiNT  a 
arget    i
impact,  utility,  and  value  of  AFSAC 
the  Air  Force 
reporting  an 
valuation  program  manager.  In  accordance  with  current  directive 
and  regulations,  INQB  implemented  Intelligence  oversight  policies 
to  insure  the  propriety  and  legality  of  Air  Force  HUKINT 
activities.  The  branch  administered  the  foreign  Disclosure, 
Freedom  of  Information,  and  Privacy  Act  Programs  for  AFSAC, 
maintained  all  source  files  for  Air  Force  HUM  NT,  and  handled 
source  administration. 55 
Validated  Projects 
B  During  1984,  the  Defense  Intelligence  Agency  {DIA) 
seventeen  projects;  none  were  disapproved.  DIA  had  the 
management  authority  to  validate  projects,  and  CIA/DOO  had  the 
approving  authority.  It  was  necessary  for  all  AFSAC  projects  to 
be  validated  by  DIA  and  coordinated  with  CIA.  For  a  project  to  be 
validated,  it  had  to  comply  with  all  intelligence  oversight 
regulations  and  with  directives  in  BIAM  5B-11.16
Unilateral  Withdrawal  from  Project 
AHALYSIS  OF  FILES 
■M  in  the  latter  part  of  the  year,  the  files  of  the  European 
Spec TaTActivi ties  Area  (ESAAJ  and  the  Pacific  Special  Activities 
Area  (PSAft)  were  updated  or  analyzed. 
REPORT  PRODUCTION  STATISTICS
Report  Program  Generator  r 
SOn  16  January,  CKSgt  Kenneth  Mitts  and  A5C  Mark  Kaczmarek 
a  Report  Program  Generator  {HPG)  on  the  Defense 
Intelligence  Agency  On-Line  Systeffl  (DIAOIS)  in  order  to  retrieve 
IIHs  by  project  number  in  approximately  ten  to  fifteen  minutes. 
This  new  capability  was  to  assist  case  officers  with  case 
NEK  DOCEX  INITIATIVE
Hi  Subsequent  to  the  AFSAC  team's  departure,  the  470th  HI 
Group  sent  a  message  to  AFSAC  concerning  the  activity  of  the  AFSmC 
team.  In  part,  the  message  stated;  "He  were  very  pleased  with 
the  professionalism  of  the  AFSAC  personnel  who  were  TOY  to  the 
470th  in  Nov  and  Dec.  After  an  initial  orientation,  they  were 
receptive  to  our  system  and  proved  to  be  skilled  and  productive 
assets  to  our  program.  .  .  .  The  quality  of  personnel  and  their 
level  of  performance  was  excellent.  He  hope  to  continue  this 
program  as  long  as  funds  and  personnel  are  available."^ 
«CD  FIELD  OFFICES
Regulation      23-11      was 
tlte     newly     establ  i  shed 
published,         which        stated 
responsibilities,      and      relation: 
Detachment  23.42 
flit  The  following  regulations  were  updated:  AFIS 
RegulationT3-2,  "Organization  and  Functions,  Air  Force  Special 
Activities  Center  (AFSAC)  (U),"  20  December  19g4,  References  were 
updated;  the  basic  wartime  mission  was  declassified;  division 
responsibilities  were  updated  to  include  communications  and  A0P 
functions;  personnel  functions  transferred  from  uA  to  INX  were 
accounted  for;  and  the  AFSAC  organ iiationa!  chart  was  updated. 
AFSACR  200-4,  "Foreign  Intelligence  Operations  Involving  US 
Persons"  and  AFSmCR  200-12,    "Dossiers"  were  also  revised.'53 
HJMINT   Highlights 
Hon  6  June,  AFSAC  Pamphlet  S00-27,  "Air  Force  HUMINT 
High  light  sT^was  distributed  to  the  field.  This  publication  was 
designed  to  demonstrate  the  USAF  HUMINT  contribution  to  the 
national  defense  The  topics  dealt  with  were  the  following:  the 
Defense  Liaison  Program,  Communist  Bloc  military  capabilities, 
scientific  and  technical  matters,  the  Third  World,  and  Soviet 
missiles      and      space.  Photographs      and     a     bibliography     of 
intelligence  information  reports  (HRs)  were  included.  AFSAC  sent 
copies  of  the  highlights  to  eigfity-si«  recipients,  some  of  which 
were  the  Office  of  Naval  Intelligence,  the  OS  Army  Intelligence 
Security  Command,  nine  D3A  offices,  W\  EUCOM,  USCINPAC,  HQ 
LANTCOM,  COMUSKORtA,  COWS  JAPAN,  and  three  AFIS  reserve  detached 
training  sites.44
1  November,  the  APIS/INS  granted  approval  for  the 
■■  During  the  week  of  10-14  December,  CMSgt  Watts 
conferred  with  DlA/KCM-<i,  the  ClP  Telephone  Company,  and  the  Air 
Force  Telecommunications  Office  (AFTCQ),  Scott  AF8,  to  preclude  a 
disconnect  of  the  9.6  high  speed  digital  circuit  between  the  SCIF 
and  the  Defense  Intelligence  Analaysis  Center  (UIAC),  Boiling  AFB. 
The  AT&T  divestiture  brought  about  new  procedures  which  did  not 
allow  use  of  the  49  DSPM  1094  Circuit  from  Arlington  Hall  Station 
(AHS)  to  Boiling  AFB.  Chief  Watts  was  successful  in  having  the 
line  re-routed  through  INSCOM,  AHS  to  Boiling  AFB,  thus  preventing
g  the  year. 
5  -  Freedom  of  information  Reports 
2  -  Foreign  Disclosure  Requests 
3  -  Significant  Change  Reports 
i  -  Quarterback  Operations 
;  -  Qne-Tinse  Sources 
support    requests
—  -wartime  readiness"  was  a  key  theme  throughout  the 
^resources  and  Support  Division  during  the  year,  especially 
e  the  deployment  of  twenty-four  men  to  Grenada  during  Opere- 
.  URGENT  FURY  hat)  revealed  soma  wartisie  planning  def'Oen- 
BRANCH  RENAMED 
■K  Fgrflieriy  . 
i  and  Readiness  Branch  on  18 
the  focus  of  its  duties.  It  dropped  "po 
:  AF/iNYSH  actually  had  the  responsib 
l   MFSAC/INXA.=7 
AFSflC'S  HflRTIKE  POSTURE 
,  Maj  Robert  H.  Roser  worked  on  ■ 
a  comprehensive  study  of  Air  Fore 
the  strengths  and  weakne 
^tiae  posture-  Roser  focused  on  Five  specific 
is,  training,  language  capability,  planning,  ani
■ecoiraend  at  i  ons :  6 1 
.  »■  *  ■ 
formal   doctMne 
!  Defense  Intellige 
:  operation  of  jotht 
iterrogatlon  faciliti 
■  recommendations,  tfse  report  in- 
that  Involved  the  APIS  Directorate 
:  (APIS/RE).  The  entire  study  «5 
only  receipt  of   coordination   from 
WSIUTY  ENHMEEKHT
t/tl  ^e  concept  paper  recommended  adoption  of  Solution  C. 
By  yeaPs  end,  however,  the  corcmander  had  not  yet  made  a  firm 
decision  on  which  course  to  take.  Later  in  the  year,  he  tasked 
Detachment  21  to  take  another  look  at  the  mobility  unit  proposal; 
the  detachment's  study  was  still  not  complete  at  the,  end  of  this 
reporting  period. 
Unit  Tyoe.Codes 
MAlso  regarding  mobility  enhancement,  a  great  deal  of 
s  expended  during  the  year  on  ensuring  that  the  Unit  Type 
Codes  {UTCs)  for  AFSAC  HUMSNT  augmentation  teams  were  manned  and 
properly  organized.  As  the  year  went  on  and  wore  mobility 
equipment  was  acquired,  it  became  clear  that  the  UTCs  required 
changes  to  include  equipment  as  well  as  personnel.  The  update  had 
not  been  begun  by  the  end  of  the  year,  but  was  slated  for  eariy 
1985.  UTC  changes  were  also  an  ongoing  aspect  of  the  review  Of 
ESAA  OPLA^i  4102,  and  the  question  of  the  wartime  use  of  emergency-
216 
essential  civilians  prevented  final  approval  of  ESAA's  proposed 
changes. *» 
Coordination  With  525th  MI,,  Group 
acjf  Cpniwnications 
MPlhe  leading  contender  for  a  HITCOH  system  at  the 
beginning  of  the  year  was  the  PACER  SPEAK  (AN/GRC-206)  tactical 
radio,  identified  in  1983  as  a  candidate.  This  system  was  assessed 
to  possess  more  capability  than  that  required  to  meet  AFSAC'S 
needs,  and  throughout  the  year  many  other  systeas  were  studied, 
with  no  final  decision  being  reached  on  a  suitable  substitute,"
f  The  , ipanding  scope  of  ■ 
-  that 
live  (PHO)  would  be  required 
the  project.  A  draft  PHD  wa 
INXA  reviewed  the  draft  and  i 
the  AFSAC  caiw^rf"  .'-.-*^»t« 
December. ?3  At 
•  XF  i 
slocation/upgrade  pro- 
s  Air  Staff,  AFCC,  ESC,  Army, 
approved  program  management  d 
provide  guidance  and  direction  for 
prepared  by  Af/INYSH.  In  December; 
ie  severa!  recofsroended  changes,  and 
lis  approval  of  the  document  on  21 
being  forwarded  to 
-  affected  office 
for
actions  designed  to 
.  Early  in  the  year 
cne  hum  uirporaiion,  working  under  an  WIS 
contract,  began  an  in-depth  survey  of  AFSAC's  automatic  data  pro- 
cessing (AOP)  requirements  and  by  May  bad  produced  an  initial 
functional  description  of  the  System  proposed  for  NQ  AfSAC  and  Oet 
21.  By  September,  the  study  had  progressed  to  the  System  specifi- 
cation  stage   for    INX.    and   a   draft   system   specification   report   was 
publis 
iew> 
«The  first  phase  acquisition  of  ADP  equipment  wa 
by  year's  end,  with  the  second  phase  purchase  schedule 
for  December  and  the  third  for  Sumner  1985.  By  31  December 
initial  WAKG  Alliance  System  terminals  and  Paymasters  were  i 
place  and  operational  in  the  AFSAC/AFIS  SCIF,  AFSAC/ACF  and  LG 
and  Oet  ZZ.  Delays,  however,  were  encountered  in  the  second  phas> 
purchase  due  to  HSA  contractual  problems.  A  finding  shortfall  o 
J?50,000  had  to  be  overcosne  to  coirtplete  the  third  phase  purchase. 
ining   of  AFSAC   per- 
By  the 
HMftA  related  problem  dealt  with  the 
sonne^^o  use  the  new  HANG  equipment.  The 
defining  who  would  pay  for  It  caused  delays  and  confusio 
end  of  the  year  it  appeared  that  only  three  people  woul 
actus!  training  from  WANK  —  one  each  from  INI!,  Det  76,  and  Oet 
22.  These  individuals  would,  in  turn,  train  other  personnel  in  use 
of  the  new  equipment. 2* 
SAD?    and    the   AFSAC    Operational  ^oapmnication    System   -   A 
ding   problem   for  AFSAC   had   been   the    lack   of   a   dedicate d , 
secure     operational     coraunications     system     for     sensitive     HUM1NT 
long  objected  to  the  fact  that  AFSAC's 
ional   traffic   had   to  be  processed   through   ex- 
;   than    desirable    security 
force   HUWNT   Data   I 
acquisition  of  AW  equipment  AFSAC-wide,  which 
lave  the  first  real  hope  of  acquiring  a  dedici 
ystem  through  the  networking  of  ADP  terminals 
i  Network  {DON).  Reserve  Captain  Laura  L.  Sail 
;  at  HQ  AFSAC,  researched  the  possibility  of  V 
'i   the  DUN,    and  prepared  proposals   for   an 
.The 
i    5    September    letter. 
i    15
^^       _  :  first  si*  requests  for  service 
JHFSs}fc"'  the  Air  Force  HUH1NT  Data  Net  were  submitted  to  the 
director  of  ths  Arrny  Information  Systems  Coimiand,  officially 
beginning  the  interconnects!  ty  push.  By  the  end  of  the  year  the 
project  was  wet!  under  way,  although  expected  delays  of  WANE 
equipment  and  the  need  for  physical  modification  of  some 
facilities  to  provide  the  required  security  for  the  equipment 
caused  the  soft  target  date  for  interconnectivity  of  December  19B5 
to  look  very  unlikely. 78 
distribution  of  existing 
for  new  devices  via  the  ieci 
AFSSC's  original  SKIP  input 
and  in  May  1984,  AFCC/SIMS 
ide  -  The  upgrading  of  AFSAC's  secure 
"033  and  continued  into  1984  with  re- 
r-3  secure  telephones  and  programming 
lira  vnii-n  improvement  Program  (SV1PJ. 
submitted  in  October  19"3, 
;  to 
RESERVE  AFFAIRS
in  the  management  of  the  reservists  during  1934  with  a  number  of 
new  initiatives  and  with  more  communication  Kith  the  APIS  Direc- 
torate of  Intelligence  Reserve  Forces  (SFIS/RE)  and  the  Plans  and 
Programs  Division  (AFIS/XP)  on  training  and  wartime  utilization  of 
Reserve  Individual  Mobilization  Augmentees  (IMAs). 62 
IMA's  Wartime  Positions  and  Qualifications 
f//f  Early  in  the  year,  the  INXA  branch  began  reviewing 
reservists  serving  annual  tour  assignments  at  HQ  AFSAC.  The 
purpose  of  the  review  was  to  ensure  IMAs  were  used  in  their 
wartime  positions  whenever  possible.  For  example,  reservists 
assigned  to  Unit  Type  Code  (uTC)  PFJB9,  which  augmented  HQ  AFSAC 
in  wartime,  were  assigned  to  the  offices  they  would  occupy  In 
wartime.  Reservists  assigned  to  other  yTCs  generally  could  not 
occupy  actual  wartime  positions;  however,  the  offices  of  assign- 
ment were  asked  to  give  them  jobs  which  would  apply  to  their 
wartime  duties.  Also,  when  reserve  augmentation  was  sought  for 
exercises,  INXA  attempted  to  obtain  IMAs  who  would  deploy  to  the 
area  of  the  exercise  scenario  in  wartime. 83 
Kobnityjraininq  and.Ept 
.IS, 
The  provision  of  mobility  training  {chemical  defense, 
>,  and  driver's  training)  to  reserve  IMAs  had  long  been  a 
problem,  with  no  systematic  program  estafflished  by  AFIS/RE  to  see 
that  personnel  received  the  required  training.  To  ensure  AFSAC 
IMAs  were  truly  wartime  ready,  INXA  initiated  a  change  to  AFSAC 
Regulation  28-1  "HUMINT  Augmentation  Teams,"  which  tasked  INXA  to 
identify  training  requirements  for  reserve  IKAs,  and  tasked  INXC 
to  schedule  these  personnel  for  required  training  during  their 
annual  tours.  Although  this  represented  an  extra  burden  on  the 
AFSAC  staff  which,  according  to  INXA,  should  probably  have  been 
borne  by  AFIS/RE  and  the  individual  reserve  DTSs,  it  was  an 
expedient  and  necessary  measure  expected  to  significantly  Improve 
the  wartime  readiness  of  AFSAC  IMAs.85 
Close  contact  was  also  maintained  throughout  the  year 
and  PSAA  to  identify  and,  where  possible,  resolve  re- 
jraoi  problem  areas.   ESAA  provided  a  very   detailed  input 
Lh^W
in  a  June  1984  message  which  outlined  deficiencies  and  recommended 
corrective  actions  in  seven  areas  relating  to  reserve  management: 
author uations,  manning,  records,  assignments,  qualifications  and 
training,  tour  management,  and  program  guidelines.  Other  ESAA 
inputs  provided  information  about  problems  1n  the  reserve  program 
and  addressed  both  individual  IMAs  and  problems  inherent  in  the 
reserve  management  system. 86 
«fr  Another  significant  limitation  affecting  the  wartime  use 
arvists  was  the  still  unresolved  problem  of  provision  of 
mobility  gear 
IMAs.  Although  the  Air  Force  War  and 
   ._..  ....  Force  Regulation  2B-5  placed  the  respon- 
sibility for  providing  mobility  gear  on  the  major  command 
(KAJCOM),  the  cost  of  this  equipment  and  the  attendant  problems  of 
storage,  upkeep,  and  accountability  led  stost  commands  to  avoid  the 
issue.  United  States  Air  Forces,  Europe  (USAFEJ  agreed  to  provide 
equipment  for  reservists  mobilized  in  theater,  but  insisted  that 
IMAs  arriving  from  CONUS  bring  equipment  with  them.  The  issue  of 
(nobility  gear  for  reserve  augmentees  proved  to  be  a  major 
Stumbling  block  to  finalizing  the  long  overdue  update  of  the  ESAA 
memorandum  of  understanding  (MOU),  The  issue  remained  unresolved 
at  year's  end,  but  for  the  first  time  was  being  seriously 
addressed  at  the  I4SJC0M  level.  AFSAC/INXA,  rather  than  AF1S/RE, 
was  the  driving  force  behind  the  new  attacks  on  this  problem.15' 
Management  i
for  reserve   1 !NAs.   This   1i ssue,  however,  was  ostittec !   from  the   final 
assessment   report  prepar ed   for   the   ACS/I    by  his 
idirisor.89 
EXEHCISE  ACII 
Participation  in  £ie rcises,  198J-1934 
Scheduling,    a 
the   office 
of    primary    responsibility   for    pUnning, 
o  AFSAC's   participation   ii 
Plans    and  Re adiness    Branch    (IttXA)    attempted    to   s triie   a  balance 
and  the  need  to 
■siption  of  tf le  peacetime  mission  causes i  by  active  duty 
-ticipating 
3    of    partic 
:  commander,  and  prompted 
tHXA   to   prepare 
cise   prosram   to 
presented     on     1 
■rpose   of   AFSAC's   exerciSi ■   participation. 
if   participants,    and   inc5u ded   a   review  of 
ation    frofli    1988-19841     i t     compared     the 
numbers   of   pi srsonnel    acti jslly   tasked   for   exercise: 
of    mobility- tasked     pers( mnel,     thereby    muting     cr ■iticisai    of     the 
against  any  6 ne  office  or detachment.^ 
1&te 
briefing  dt sclosed  the  fol  Sowing:91 
"L1NTL0CK  -  GERMANY 
fEAM  SPIRIT  -  KOREA
EXERCISE  (Cont'd) 
BRIM  FROST  -  ALA 
(USREDCOM/AFRED 
GALLANT  KNISHT  -  CQHUS 
GALLANT  KNIGHT  -  CONUS 
OCEAN  VENTURE 
(USREOCOM/AFR 
TEAM  SPIRIT  -  KOREA  18         z 
FLINTLOCK  -  GERMANY  14  i 
20         2 
The  briefing  further  revealed  the  following  data:9? 
EXERCISES  -  COHUS  PARTICIPATE  -  19B2-PRESEHT 
PERSOHNEL  AVAILABLE     PARTICIPANTS   WW -PARTICIPANTS 
AFSAC         34  8   (24S)  '    26   (76X) 
Det  21         20  5   (25S)      15   (?5X) 
Oet  22         9  4  [S5%)  5   (55S) 
■cist 
s  in  ,1,934 
f  HQ  AFSflC  personnel  participated  in 
■^Exercise  TEAM  SPIP.IT  -  This  exercise  was  a  combined 
forces"  operation  employing  joint  service  elements  of  both  the 
Republic  of  Korea  and  the  United  States  Armed  Forces  including 
both  active  and  reserve  forces.  Approximately  100,000  personnel 
participated  to  demonstrate  to  aggressor  nations,  particularly 
North  Korea,  the  ability  and  resolve  of  the  United  States  and  the 
Republic  of  Korea  to  deter  hostile  actions  directed  against  South 
Korea." 
■frTEAtf  SPIRIT  84  was  held  in  Korea,  with  the  HUMINT  por- 
tion lasting  from  14-31  March.  Captain  McKethan  and  Captain 
Catrantzos  (Minneapolis  and  San  Francisco  NCO  representatives) 
were  the  AFSAC  augmentees.  Some  of  the  more  valuable  lessons 
learned  included:
1    The  need  for  rapid,   secure  HUMJNT  comnunicati 
(  The    need     for    HUMINT    command    and    controS 
capabilities  of  AFSAC  personnel. 
Improved    language    and    interrogation 
for  follow-on  exercise  TEW!  SPIRIT  85  began 
but  PSAA  envisioned  a  greatly  scaled-down  exer- 
i  limited  out-of-country  augmentation.  Another 
se,   FOAL  EAGLE,   was  viewed  by  PSAA  as  a  better 
interrogation  operations  training. 95 
mm  FL1HTL0CK/FLEET  OEER  84  -  FLEET  DEER  was  the  escape  and 
evasion  sueexercise  of  the  annual !y  conducted  JCS  sponsored 
FLINTLOCK  exercise.  The  interrogation  phase  of  FLEET  DEER  was  con- 
ducted    at     Eisberg     Kaserne     near     Nagold,     Federal     Republic     of
Germany,  from  29  April  to  Zl  Way.  HQ  ESAA  Mas  the  executive  agent 
for  the  operation  of  the  Interro§ation  Facility  (If)-  Overall 
operational  responsibility  for  FLEET  DEER  84  rested  with  the 
'■■■     -■-■--■     't  Tol  Huston  from  HQ  SGCEUR.S9 
(84-  FLEET  DEER  was  the  escape  and 
ie  of  the  annually  conducted  OCS  sponsoredoint 
readiness  esercise  served  as  the  largest  test  of  AFSAC's  wartime 
mission  in  the  European  theater.  Augmentation  from  HQ  AFSAC  and 
its  Western  Hemisphere  elements,  however,  proved  to  be  a  serious 
problem.      Two  of  the  three  scheduled  augmentees  were  r 
the    e 
esult,   c 
M5gt   Manuel   I 
ESAA  because 
IZ   and   Captai 
fill    shift    I 
In     spite    of 
eos    (OL-P) 
in  Bordas  i 
eider    posi 
irsibbed  augmentees    (Captair 
!"ro8?    ItiXA)    were   German    lir 
tions    in    the    Interrogate 
t-back.     ESAA     believed     ti 
ited  problems  for 
i  Oyraond  from  Oet 
iguists   slated   to 
n   Facility    (IF). 
lllZlcl    I 
•j    interrogation    training 
to    US    and    NATO 
Critlaue  of  E. .ercise
MS  BFSAC/INX  reviewed  Major  Krause's  after -act  ion  report, 
and  Major  Robert  Roser  raade  the  following  comment  concerning  the 
debriefing  of  evaders.*1" 
I  raost  strongly  disagree  with  Major  Krause's 
recommendation.  I  have  worked  very  closely  with  AF1S/INU 
to  smooth  over  objections  they  have  had  to  this  exercise 
(and  FOAL  EAGLE  in  Korea)  ever  the  perceived  disconnect 
between  our  objectives  (training  interrogators J  snd 
their  objectives  (training  resistance).  This  year  was 
the  first  time  ever  that  APIS  resistance  instructors 
participated  at  my  insistance.  Their  main  objection  was 
that  interrogators  are  not  trained  in  resistance  tech- 
niques or  objectives.  Resistance  instructors  should  be 
assigned  (two  per  shift  seems  excessive  due  to  the  size 
of  the  facility;  one  should  suffice  or  even  two  per 
exercise  two  week  session).  Let  them  do  the  debrief  with 
the  inputs  froa!  the  interrogators.  Threatening  to  with- 
draw from  the  exercise  is  counterproductive.  AFJS/IHU 
has  the  DoU  charter  for  resistance  training.  I  have  good 
rapport  with  them  and  think  we  can  work  this  out. 
■■ft  Among  Other  points.  Major  Roser  also  reviewed  the 
exenfTse  and  made  the  suggestion  that  persons  able  to  render  medi- 
cal assistance  be  "on  hand  at  all  times."  He  told  planners  at 
ESAA,  "Recommend  you  plan  for  at  least  two  medics  (E-4  -  E-6)  who 
can  stay  in  the  barracks. "iM 
Deletion  of  Exercise  Component 
■ft  On  24  October,  ESAA  notified  HQ  AFSAC  of  the  SOCEttR 
deci^on  to  delete  the  resistance-to-interrogation  phase  of 
FLINTLOCK  (and  thus  ESftA's  interrogation  activities)  from  FLINT-
rave;  however, 
.  ~  ...  for  the  fore- 
ning  purposes. 105 
i  was  an  exercise  directed  by  the 
Kiefs  of  Staff  (OCS)  and  sponsored  by  the  US  Readiness 
Command.  It  was  conducted  2-13  May  198S  at  Fort  Bragg,  North 
Carolina.  As  a  command  post  exercise,  its  primary  objective  was  to 
test  the  joint  readiness  (comraand  and  control)  of  personnel  and 
equipment  Jcoranwnications).  Total  active  participants  numbered 
2,300,  plus  an  additional  3,500  support  personnel.  Major  forces 
playing  in  the  exercise  were  USCENTCOM,  USREQC0M,  USPMCQM, 
FMFPAC,  SAC,  MAC,  and  JC5J07 
»  Major  Michael  0.  Rodzianko  of  Detachment  21  and  It 
ie  C.  Sidenar  of  AFSAC/INXA  were  selected  to  provide  AFSAC 
representation  to  the  exercise.  Both  were  assigned  to  the  Joint 
Exercise  Control  Group  (JECG),  J-2  staff,  responsible  for  control- 
ling the  interrogation  of  prisoner  of  war  (IPW)  scripting  cell.108 
B  Rodrianko  and  Sidenar  believed  that  little  was  accom- 
plished during  the  six-day  pre-exercise  phase  of  GALLANT  KNIGHT 
84.  During  that  time,  no  Information  was  presented  o   '"'"' 
tive  procedures,  exercise  MINT  object  iv 
player  elements  were  dependent  a 
exercise  itself,  there  were  seri 
i  admin istra- 
exercise 
t   other  control  cells.  During  the 
aus  problems,  including  a  complete 
ay  iPKoi 
mand.10? 
ten e rated  P 
mits 
:  chain  of 
Mraw  RIVER  85  -  This  OCS-directed  command  post 
exercTse  {CPX)  served  as  AFEAC's  Biajor  mobility  exercise  Of  the 
year.  Most  AFSAC  activity  took  place  on  15  October;  however,  iNXA 
representatives  continsi 
s  for  t 
■erve  on  the  AFIS  Alert  Staff  i, 
ning  for  POWDER  RIVER  began  several 
i  IS  September,  INXA  published 
AFSAC,  Det  21,  Pet  \
15  October.  Military  personnel  reported  for  duty  and  were 
processed  through  an  inspection  of  their  personal  mobility  Hems 
required  by  AFSAC.  OPLAN  l-8«  and  ffSK  Regulation  28-1.  A  unique 
feature  of  this  mobility  processing  was  a  team  from  DeWitt  Army 
Hospital     1*0     reviewed     shot     records     and     administered     reQuired 
fK/t  Following  processing,  personnel  receive 
efings  by  AFSAC  and  AFIS  personnel  on  the  eie: 
r  of  mobility  sear,  and  the  contents  of  administ 
s.    Personnel    assigned    to  _  teams    deploying    *' 
,    series    of 
ive  mobility 
■K  In  addition  to  managing  AFSAC's  participation  in  19W 
ener^ses  tha  Plans  end  Readiness  Branch  ilso  norked  on  planning 
for  exercises  cowing  in  the  spring  of  1985.     These  rnre:
It  wJHUcoming  clear  by  year's  end  that  the  small  size.' of  the 
unit  made  It  impossible  to  support  too  stany  exercises.  The  1HM 
staff  was  concentrating  on  identifying  those  few  exercises  which 
would  provide  the  most  realistic  training  for  the  smallest 
investment  of  manpower  and  time.  Exercise  participation  planned 
for  1985  was  less  than  half  of  that  carried  out  in  I384.no 
PLANS 
MfrThe  preparation  and  review  of  all  types  of  planning  doc- 
usnentsTTas  a  major  focus  of  the  Plans  and  Readiness  Branch  (1NXA) 
throughout  1984,  and  improvements  were  made  >n  both  the  quality  of 
AFSAC?s  own  plans  and  the  quality  of  INXA's  reviews  of  other 
conwiand  plans. 
Revision  of  AFSAC  OPLAN  i-Bfi 
I  A  major  effort  was  made  to  make  AFSAC  pJans  simpler, 
shorEerT  more  realistic,  and  to  coordinate  them  snore  thoroughly 
with  external  agencies.  A  key  lesson  of  Operation  URGENT  FURY  was 
that  the  assumptions  made  in  AFSAC  plans  were  of  limited  value  if 
not  coordinated  with  other  affected  units  —  especially  the  Army 
units  with  which  AFSAC  teams  would  deploy  1n  wartime.  As  a 
result,  AFSAC  OPLAfi  1-84,  the  key  AFSAC  mobilization  and  deploy- 
ment plan,  was  published  on  ^August  in  an  improved  form, 
changes  in  this  new  plan  we 
0rfer7  m< 
:;:ii*  ■ 
of 
tentsof  administrative  mobility  kit! 
»A  complete  revision  and  standardization  of  the  contents 
ity  bags. 
■B  Updated  deployment  and  redeployment  action  checklists. 
■ft  Updated  and  coordinated  plans  for  the  enployment  of 
reserve  augmentees  to  HQ  AFSAC,  and  a  detailed  plan  for  the 
structure  of  the  AFSAC  headquarters  in  wartin*. 
rinflfs*!:" 
following  operations  plar
s  the  key  AFSAC 
V0  AFSAC  OPLAN  1-84,  1   August  1984  • 
mobilization  and  deployment  plan. 
90  PSM  OPLAJI  SOOO/5001  -  This  plan  was  published  by  HO, 
PSAA  on  I  September  after  a  preparation  and  coordination  process 
lastinq  over  two  years.  Like  AFSAC  (PLAN  1-84,  It  was  extensively 
coordinated  with  external  agencies  and  reflected  planning  for  the 
employment  of  limited  resources. 1« 
i  was  published  by  hq  AFSAC  on 
:  accordance  with  the  recom- 
mendation of  the'  AFIS/IG.n  responsibility  for  the  plan  was 
transferred  to  HQ  PSM/INX."0 
■ft  ESM  OPLAN  4103  -  Responsibility  for  this  plan  was 
transferred  to  ESAA/1NX  in  June,  and  INXA  forwarded  extensive 
comments  on  required  changes;  however,  by  year's  and,  the  plan  had 
t  been  finalized  and  reissued.  Among  the  factors  holding 
up  final  cpor 
following:*'' 
of 
Mft  Questions  on  the  wartime  employment  of  emer- 
gency^essentia!  civilian  personnel.  INXA  had  raised 
this  problem  to  the  Air  Staff  level  earlier  in  the  year, 
but  other,  higher  priority  actions  kepj  AF/INYSH  from 
completing  staffing  before  the  end  of  the  year. 
s  of  HSAA  personnel. 
]  size  and  heavy  workload  of  the  ESAA 
or  most  of  the  year  only  Captain  Haney  was 
k  the  full  spectrum  of  IHX  functions. 
tft  At  year's  end, 
compieHon,  and  the  overdui 
ESAA  OPLAN  4102  was  still  far  from 
_■  annual  review  was  anticipated  to  be  a 
METschedufed  fc  late  1985.
the  part  of  the  AFSAC  commander  that  available  AFSAC  resources 
would  be  spread  too  thin  or  be  overeosmitted  in  wartime.  To 
respond  to  this  concern,  INXA  prepared  a  briefing  on  KtlMINT 
wartime  planning  for  presentation  to  the  cosreander  and  key   staff. 
The  briefing  covered  the  r 
in  MWCOM/ACC  wartime  plann 
supporting  HUMINT  appendices 
AFSAC 's  resources  were  conr 
represented  to  the  colander 
for  Increased  inclusion  of  HUHINT 
ng,  the  reasons  for  preparation  of 
to  QPLANs,  and  the  degree  to  which 
itted  in  wartime.  The  briefing  was 
■n  I  October. 123 
0  HUMIHT  Appendices  for  USCEKTAF  OPLAHs  -  These  appendices 
prepared  as  an  INXA  initiative  in  response  to  expanded 
acts  with  USCENTAF.  Actually,  only  one  appendix  was  written; 
however,  it  was  prepared  so  it  could  be  used  with  USCENTAF  QPLAN 
1002,  and  with  only  minor  changes,  with  other  plans.  The  appendix 
was  forwarded  to  USCENTAF  on  29  June."4  In  addition  to  wartime 
and  contingency  operations  plans,  INXA  reviewed  and  prepared  AFSAC 
comments  on  many  other  plans  of  various  types..  These  included: 
■■  The  AFSAC  Emergency  Notification  Plan 
>AC  recall  plan  was  updated  quarterly. 
This 
solidated  AFSAC  comments  on  the  draft 
plan  to  AF/INYSH  in  February,  including  a  complete 
revision  of  Annex  I)  (AFSACJ.I"  Major  rtoser,  along  with 
Lt  Col  Jacobs  (INOCJ  and  Mr.  Nehlig  (INOT)  attended  the 
AFHAP  conference  at  Scott  AF3,  3  Illinois  in  March.  The 
final  draft  of  the  AFHAP  was  passed  to  AFSAC  In  late 
December  and  INXA  recommended  minor  changes.  The  draft 
was  awaiting  the  AFSAC  Commander's  approval  at  year's 
■H  The  DOS  HuttINT  Plan  -  This  plan  was  reviewed, 
and  AFSAC  consents  on  the  draft  forwarded  to  AF/INYSH  on 
31  October.'26  A  second  draft  was  received  In  late 
Decem-ber,  and  IHXA  was  preparing  comments  at  the  end  of 
the  year.  Publication  of  the  final  plan  was  expected  in 
early  1985. 
■ougTout 
izatic
plan,  which  replaced  most  of  the  APIS  F-series  support 
plans.  Initial  INXA  comments  were  forwarded  on  27  July, 
and  ESM  comments  were  passed  to  AFIS/XP  on  2  August. 
On  3  October,  INXA  requested  inclusion  of  specific 
guidance  on  reserve  language  requirements  to  assist 
AFIS/RE  in  recruiting  suitable  linguists  for  HUHINT 
augmentation.  Publication  of  the  final  APIS  kW  was 
still  being  awaited  at  year's  end."' 
fH  USAF  War  and  Mobilization  Plan,  Vol  1,  Annex  1 
INXA  reviewed  this  key  plan  in  early  1984  and  forwarded 
consolidated  AFSAC  comments  to  AF/INYXM  on  1 
February."8 
^01n  addition,  INXA  also  reviewed  numerous 
lesser  intelligence  plans  and  formulated  AFSAC  positions 
on  command  plans  which  mentioned  or  tasked  Air  Force 
HtMNT.  Plans  review  constituted  the  largest  single 
element  of  the  INXA  workload. 
HAKAGEMENT  EFFECTIVENESS  IHSPECTIOKS 
^B  The  Plans  and  Readiness  Branch  was  the  AFSAC 
OPR  for  Management  Effectiveness  Inspections  (KEI) 
preparations  and  for  the  consolidated  responses  to  tffil 
reports.  Only  two  inspections  were  conducted  during 
inspected  by  the 
AFIS/TTT  between  9-13  January,  and  was  rated  EXCELLENT 
overall.  INXA  pro-vided  guidance  to  Det  21  in  a  24 
October  1983  letter,  and  replied  to  the  IG  on  20  March. 
The  only  item  which  remained  open  following  the  original 
reply  was  closed  out  in  a  7  Noven&er  update,  and  HQ 
AFIS/IG  certified  the  inspection  report  as  closed  on  14 
November.'"  * 
^■t  HQ  AFSAC  received  its  HEI  from  the  ^PiS/iS 
between  11-11  April,  and  received  an  overall  rating  of 
EXCELLENT.  The  K£I  report  did  point  out  several 
shortcomings  in  AFSAC  planning  functions,  and  INXA  took 
aggressive  action  to  correct  these  problems.  IG 
recommendations  included:  transfer  responsibility  for 
ESM  and  PSAA  OPLANs  to  OPRs  at  those  locations,  re- 
prlorilize  the  massive  workload  in  INXA  to  allow  more 
time  for  planning  activities,  and  improve  planning 
training  [attendance  at  the  Joint  Operations  Planning 
System  (JOPS)  course)  for  INXA  plans  officers.  Swift 
actions  were  taken  on  all  of  these  recommendations,  and 
by  year's  end  INXA  was.  for  the  first  time,  enjoying
■BT  HQ  ESAA  was  scheduled  to  receive  Its  ME  I 
between  9-30  October,  and  in  a  3  August  message  to  HQ 
ESM  and  Us  detachments,  1NXA  provided  comprehensive 
H£I  preparation  guidance.  However,  because  of  personnel 
turnovers  within  MQ  AFIS/IG,  the  HE  I  was  Indefinitely 
postponed.  At  year's  end,  no  firm  dates  had  been  set, 
but  an  October  1985  timeframe  seemed  most  likely.  In  the 
meantime,  items  from  the  1982  ESAA  HEI  still  regained 
open;  updated  comments  were  provided  to  HQ  AFIS/IS  on  6 
June,  2?  August,  and  H9  November."! 
HQ  PSM  received  Us  last  HEI  between  11-28 
1983,  and  during  19BS  work  continued  to  close 
—    ""ning  open.  The  initial  reply  to  the 
to  HQ  flflS/lB  on  29    February;  updates 
3  August  and  13  December. *32 
;tcSr  3 
AFIS/T5  between  S-13  Hay  1983.  Sin 
5P^  Dei  accent  22,  AFSAC,  was  inspected  between 
11-13  March  1983,  and  INXA  forwarded  updated  coiMentS  to 
MQ  AFIS/IG  on  30  Hay  I9B4.  The  ME  I  report  was  certified 
closed  by  the  IS  on  B  June.*35 
AFSAC  BRIEFING  PROGRAM 
f0H  The  Plans  and  Readiness  Branch  was  the  OPrt  for  develop- 
ment and  presentation  of  the  AFSAC  overview  briefing,  the  wartime 
mission  briefing,  the  Quarterly  Management  Analysis  Review  (DMAS), 
and  other  specialised  briefings.  A  total  of  over  eighty  various 
briefings  were  presented  to  a  wide  variety  of  audiences  during  the 
year. '35 
^0tt  INXfl  also  provided  regular  briefing  support  to  the 
Defense  Intelligence  College,  presenting  Air  Force  HUHINT 
briefings  to  the  Intelligence  Collection  Managers  Course  (1CMC) 
once  each  quarter,  to  the  Symposium  for  Strategic  Intelligence, 
and  to  the  Seminar  on  Human  Intelligence.  In  ail  cast 
briefings  were  presented  at  the  request  of  the  DIC  staff.* 
^t  At  the  direction  of  the  commander,  the  AFSAC  Overview 
Briefing  was  again  revised  and  updated  to  purge  it.  of  the  poor 
quality  graphics  obtained  from  Del  4,  1361st  Audiovisual  Squadron 
at  Boiling  AFB  in  1983.  The  return  of  Kr.  Keith  Soyce,  AFIS/INOVB, 
to  the  compound  graphics  shop  from  an  extended  TOY  to  the 
Pentagon,  and  the  augmentation  of  his  shop  by  two  additional 
personnel,  helped  alleviate  the  severe  lack  of  graphics  support 
f,13rf
available  to  Hg  AFSAC,  although  the  timeliness  of  the  support 
continued  to  leave  much  to  be  desired.  Two  options  were  under 
consideration  in  INXA  for  improving  the  graphics  situation:  the 
acquisition  of  an  organic  graphics  shop  to  service  the  needs  of  HQ 
AFSAC,  Det  21,  and  Det  23  (viewed  a  extremely  unlikely  because  of 
resource  constraints);  and  the  acquisition  of  a  computer  graphics 
package  for  the  new  WANG  ADP  equipment  being  procured  for  AFSAC. 
No  decisions  had  been  made  by  the  end  of  the  year,  and  graphics 
support  was,  still  being  acquired  on  an  "as-available"  basis  from 
AFIS/iNOVB.13? 
MB  The  AFSAC  wartime  mission  briefing  Has  also  extensively 
revised  ""and  upgraded  in  1934,  with  the  previous  two  separate 
briefings  (Plans  and  Mobility)  being  combined  into  one  presenta- 
tion oriented  toward  the  individual  on  mobility  status.  The  new 
briefing  deemphasiied  plans  and  command  relationships  and  empha- 
sized information  of  value  to  all  AFSAC  personnel,  such  as 
personal  clothing,  equipment  requirements,  mobilization  proce- 
dures, and  training  requirements..^ 
BUI  The  Quarterly  Management  Analysis  Review  (QHAR)  briefing 
was  presented  four  times  to  the  comander  and  key  staff. 
Procedures  for  the  preparation  and  presentation  of  the  QMAR  were 
codified  in  a  new  AFSAC  regulation  (178-1)  published  on  1  January 
1981;  however,  by  the  end  of  the  year  it  was  becoming  obvious  that 
procedures  required  another  revision.  Field  units  complained  that 
QMAR  data  calls  requested  information  already  available  in  their 
monthly  activity  reports  and  the  data  retrieval  capabilities  of 
the  new  SC1F  made  field  inputs  less  necessary  for  preparation  of 
Statistical  portions  of  the  QHAK.  At  year's  end,  AFSACfi  176-1  was 
under  extensive  revision,  and  the  mechanics  of  QMAR  preparation 
were  being  completely  rethought. "9 
RESOURCE  HANGEMEKT 
logistics   planning,   progra 
accounting  and  management.  The  branch  was  composed  of  a  Fiscal 
Programs  Section,  a  Budget  Section,  and  a  Logistics  Section, 
MB  The  branch  chief's  position,  vacated  by  Mr.  Wesley  H. 
Pogge  on  30  July  1983,  remained  unfilled  throughout  1984.  T«o 
other  billets  were  acquired  during  the  year:  a  communications 
billet  transferred  from  INXA  on  6  June  and  filled  by  SHSgt  Thomas 
A.  Mann  until  his  retirement  on  1  September,  and  ah  officer  ADP 
billet  gained  on  1  October  but  not  filled  before  the  end  of  the 
year.™
FISCAL  PROGRAMS 
M  ft  major  problem  fating  AFSAC's  fiscal  programing 
activities  In  1984  was  actually  a  holdover  from  1983  —  the  lacfe 
of  a  branch  chief.  This  fact  was  documented  as  an  observation  by 
the  WIS  Inspector  general  in  the  19B4  AFSAC  MEIj  however,  the 
position  was  still  vacant  on  31  December^  nearly  one  and  a  half 
years  after  the  retirement  of  Mr.  Pogge."* 
tiHtfts 
this 
;  Col 
Program  Objective  Memorandum  (POM)  were  accomplished  by  L 
Clarence  Fairbrother  JINX)  and  Major  John  Caulfield  {AF/INYSH  -- 
the  HUNINT  Program  Element  Manager}.  Field  inputs  were 
consolidated  by  INX.  approved  by  AFSAC/CC,  and  placed  in  final 
format  by  Major  Caulfield-  tt  Col  Fairbrother  defended  AFSAC's  POM 
and  GO  IP  proposed  programs  at  the  *^  ?„,  P*"°gi"*,n 
prioritization/ consolidation  meetings 
n  December. W2
236 
schedule  for  the  field  elements  to  follow.  This  was  followed  by  a 
detailed  guidance  package  explaining  .the  do's  and  don'ts  of  GBIP 
programming.  Initially,  fieJd  inputs  were  not  due  until  December; 
however,  AFIS  placed  a  23  November  suspense  on  the  AESAC  input 
requiring  a  new  suspense  of  1?  November.  All  AFSAC  elements 
responded  admirably  providing  excellent  "^ntfuts  to  INX  by  the 
required  suspense  date. 144
237 
BUDGET 
MP  The  Budget  Section  (ACB)  was  officially  created  1n 
October  1984  as  part  of  a  breakout  of  functions  within  INXB, 
separating  programming,  communications,  and  budget  activities. 
SMSgt  Jaf&es  S.  Jinks,  Jr.,  headed  the  section  from  1  January  1S84 
■"  ''  tirement  on  30  April  1984;  he  was  replaced  by  HSgt 
,147 
!.  Moss.' 
►  The 
Budget  Section  was  responsible  for  aequii 
and  allocating  AfSAC's  Operation  and  «-«-*- 
ntelTigence  Contingency  Fund  (1CF)  iown.c 
preparing,   and  executing  the  AFSftC  budget 
ing.
— TThe  FY  19S5  Financial  Plan  -  In  March,  AFJS/AC  issued 
the  t5m  for'tne "'FY  85  financial  plan,  which  determined  the  dollar 
distribution  of  approved  funding.  The  FY  B5  AFSAC  financial  plan 
represented  an  increase  primarily  due  to  the  addition  of  32  new 
manpower  authorizations  of  M4B.200  over  the  FY  84  funding  leva  . 
The  plan  was  approved  by  AFSAC/CC  and  submitted  to  AF1S/AC  in 
Harch. 
rff  F*  I98S  Initial  Distribution  of  funds  -AFIS/AC  ' issued 
the  official"  Operating   Budget  Authority  (OBA)  documents  on  22 
October.  These  documents  provided  the  official  notification  of 
funding  for  FY  S5.  Messages  were  sent  to  the  servicing  accounting 
and  finance  offices  for  a?!  AF5AC  units  notifying  them  of  the  ap- 
proved funding  arnounts.  The  amount  of  15, 736,600  was  provided  for 
the  operation  of  AFSAC  for  FY  85. 
HB>The_FY  1987  Operating  Budget  JOB)  -  AFIS/AC  issued  the 
call  for  the  F*  87  OB  on  18  October,  and  messages  were  sent  to  all 
field  units  requesting  their  inputs.  The  consolidated  AFSAC 
budget,  submitted  on  9  November,  represented  an  increase  of 
S864.7QG  over  FY  S5  funding  levels,  again  due  primarily  to  the 
cost  of  31  additional  manpower  authorizations.  c 
Mfr  Restructure  of  Detachment  21  Accounting  Records  -  In 
June!f?CB  modified  the  funds  management  procedures  established  for 
Oet  21,  AFSAC.  With  the  cooperation  of  AFSAC/LG,  AFIS/AC,  the 
Boiling  AFB  Accounting  and  Finance  Office,  and  the  Andrews  AFB 
supply  branch,  Det  21' s  accounting  records  were  completely 
realigned  to  separate  the  costs  of  Oet  21  operations  from  those  of 
HQ  AFSAC.  This  involved  identifying  and  realigning  the  accounting 
procedures  which  tracked  civilian  personnel  costs,  equipment 
rental  costs,  communications  and  contract  maintenance  costs,  and 
establishing  separate  supply  and  equipment  accounts  at  Andrews 
AFB.  This  change  provided  immediate  access  to  the  obligations  and 
expenses  of  operating  Det  21  independents  Hq  AFSAC  and  provided 
a  useful  history  of  costs  for  future  budget  and  financial 
planners. 
■■T  The  AFSAC  Financial  Management  Board  (FMB)  -  The  F«, 
chairToby  the  vice  coirmander,  met  quarterly  to  formulate  fiscal 
policy  and  to  review  and  monitor  the  execution  of  approved 
funding.  ACS  provided  the  funds  analysis  for  each  of  the  four 
meetings  held  in  January,  April,  July,  and  October.
Col  Yankowsfei  ICF  Manager 
HSgt  Ransora  Disbursing  Agent 
MSgt  Moss  Paying  Agent  (HO.  AFSAC,  HQ  PSAA,  01. -P, 
Det  21  ana  Det  23) 
SMSgt  SchimJel  Paying  Agent  (Det  22) 
SMSgt  FrankHn  Paying  Agent  (Det  31) 
TSgt  Bracnoid  Paying  Agent  (Det  32} 
HSgt  Moncrief  Paying  Agent  (Det  12)   ■ 
Mr.  Lanoue  Paying  Agent  (HQ  ESAA) 
Mr  The  total 'ICF  expenditure  for  FY  B 
increase  of  $97,000  over  the  previous 
categories  of  FY  84  ICF  expendit
[  Annual  fund 
irgets  issued  to  AFSAC  units  for  FY  84  were;153 
M  Calendar  Year  1SB4  Iff  Audit  -  The  CY  84  audit  of  FY  S3 
and  fsTQtr  of  FY  84  subvouchers  was  performed  by  Air  force  Audit 
Agency  (AFM)  auditors.  The  audit  of  HQ  AFSAC  was  performed  by  the 
AfAA  area  office  at  Andrews  AFB;  other  audits  performed  were  Det 
31  and  Oet  32  (AFM  area  office,  HicfcW!  AFB,  HI),  HQ  ESAA,  Det  IS 
and  Det  12  [AFAA  area  office,  Rarastein  SB,  Germany).  Si*  reports 
of  audit  *ere  issued  within  AFSAC.  Of  these,  five  reports 
reflected  that  management  concurred  and  too*  corrective  action. 
There  were  !4  "findings"  AFSAC-wide,  nrast  of  which  were  adminis- 
trjtjg    i«   NU.    -   =«W   b.    ," 
i   four   main   categor- 
DTpinent 
fl|    proper  self- inspections 
tfj   Untimely  settlensnt  of  adva 
LOGISTICS 
BThe  Logistics  iection  (US)  provided  OiM  and  3CF  supply 
orient  to  HQ  AF5AC  and  its  CONuS  detachments  and  handled 
the  procurement  and  storage  of  war  readiness  materia!  and  Mobility 
equipment.  The  section  was  also  heavily  involved  in  the 
procurement  of  WANG  equipiaent  in  Support  of  the  AFSAC  automation 
initiative.  The  chief  of  the  logistics  Section  was  StSgt  Philip 
1.  Johnson,  who  was  promoted  to  chief  master  sergeant  on  1 
June."6
ABILITY 
flfl  The  Logistics  Section,  if  close  coordination  with  the 
Plansand  Readiness  Branch  (INXA),  made  strides  in  1984  in 
equipping  AFSAC  to  carry  out  its  sobility  mission.  Problems  and 
shortfalls  long  viewed  as  insurmountable  obstacles  were  attacked 
and  overcome,  and  by  year's  end  AFSAC,  although  not  100  percent 
wartime  ready,  was  in  its  best  mobility  state  since  Us  formation 
in  1981.  The  stability  upgrade  was  carried  out  across  the  spectrum 
of  supply  and  equipment  issues. 
Mf  "nifprais  -  Fallowing  the  change  to  AFR  35-10,  AFIS  Sup- 
plement J,  which  authorized  AFSAC  personnel  to  wear  camouflaged 
fatigues  (battle  dress  uniforms  -  BDUs)  in  wartiwe  and  contingency 
operations  and  during  exercises,  LG  set  to  wort;  to  provide  the 
required  oufflber  of  uniforms. 157  Originally,  the  intent  was  to 
"tariff-size"  the  uniforms,  that  is,  to  order  various  numbers  of 
uniform  parts  in  various  sizes  to  equip  all  personnel  at  the 
beginning  of  a  deployment.  However,  because  of  AFSAC's  small  Size, 
it  was  finally  decided  simply  to  issue  the  BSUs  directly  to 
mobility  personnel  as  a  unit-issue  Ite™  Each  person  was  pro- 
grammed to  receive  three  3DU  shirts,  three  pairs  of  BDU  trousers, 
one  cap,  a  field  jacket,  and  two  pair  of  hot  weather  boots.  =The 
sets  were  assembled  and  issued  as  Hems  were  received;  by  the  end 
of  the  year  87  percent  of  AFSAC's  mobility  personnel  had  received 
their  full  issue  of  Bulls. 
rity  police  element  on  Grenada  during  Operation  URGENT  FURY, 
ana  had  a  strong  background  and  interest  In  mobility  planning.  He 
and  Chief  Johnson  contacted  other  units  with  mobility  missions  in 
an  effort  to  identify  what  additional  types  of  mobility  equipment 
AFSAC  should  obtain',  and  what  a  standard  HUMINT  mobility  bag 
should  contain.  As  a  result  of  these  contacts,  many  new  items  were 
ordered  and  stocked.  In  an  B  November  message  to  HQ  PSAA  >fth 
Information  copies  to  all  other  units),  AG  specified  the  content 
of  the  AFSAC  standard  mobility  bag.15S  The  list  of  newly  acquired 
equipment  included: 
Field  packs  and  frames 
Pocket  knives 
Flashlights 
Entrenching  ton's 
Poncho  liners 
Camouflage  face  paints 
Water  purification  tablets 
Sun/dust  goggles 
Two-quart  canteens 
Chemical  light  sticks
great  d 
irons  -  Operation  URGENT  FURY  In  1983  had  pointed  out 
J  lack  of  self-sufficiency  in  weapons,  and  1984  saw  a 
f  work  in  planning  for  the  storage  of  the  weapons  (H- 
m  nries  and  .38  caliber  pistols)  which  had  been  obtained  to  cor- 
rect that  deficiency.  The  weapons  were  stored  at  Andrews  AFB,  but 
AFSAC-  Studied  the  feasibility  of  Winging  them  back  to  Fort 
Belvoir  for  storage.  The  Fort  Belvoir  W>  Storage  Branch  performed 
a  courtesy  inspection  of  the  warehouse  area  in  building  1939  and 
recommended  a  number  of  security  upgrades  to  permit  storage  of 
weapons.  By  tne  end  of  the  year,  not  all  of  the  required  changes 
had  been  made,   and  the  weapons  remained  at  Andrews  AFB.159 
persoEl  resulted  in  a  decision  to  issue  the  .33  caliber  pistol 
to  all  interrogators  —  officer  and  enlisted  —  and  the  M-16  rifle 
to  all  support  cersonne).  A  change  was  submitted  to  Table  of 
sriie  this  revised  weapon  issue  policy; 
s  -  The  lack  of  vehicles  to  support  the  m 
-standing  problem  which  was  seriously  ad 
in  1934.   After  considerable  staff  study  by  I 
es  as  nobility  and  as  day-to-day  adminis 
.    The   vehicles  had   not   been   received   fa 
n  December  1983.   To  us 
of  the  tremendous  growt 
i  by  the  end  of  the  year 
en  though  the  warehouse  ha
new  storage  bins  were  procured  to  provide  neat  storage  and  rapid 
access  to  individual  mobility  bags  amj  equipment,  as  well  as  to 
standard  supply  Stems.  Additional  bins  were  on  order  at  year's  end 
to  further  increase  the  storage  capacity  of  the  warehouse.163 
STAFF  ASSISTANCE  VISITS 
■H  Chief  Johnson  performed  staff  assistance  visits  (SA¥s) 
to  EOTTbetween  24  June  -  3  July  and  to  PSAA  between  9-ZQ  October. 
These  visits  were  is^ortant,  as  they  were  the  first  such  logistics 
SAYs  to  the  overseas  area  in  several  years  and  provided  an  oppor- 
tunity to  discuss  critical  areas  such  as  the  ADP  program,  mobility 
equipment,  and,  in  Europe,  the  JCF  upgrade.161* 
DMS  REVIEW 
SchedUlF  Review  (DMSR)  for  communications -electronics  equipment  at 
McClellan  AFB,  California,  18-20  September  1984.  Among  the  agenda 
items  of  interest  to  AFSAC  were:  validation  of  coraand  maintenance 
requirements  for  FY  eS;  identification  of  appropriate  sources  of 
repair:  repair  schedules;  and  revisions/additions  to  TO  00-25- 
108.  «5 
AUDIOVISUAL  EQUIPMENT  MANAGEMENT 
0B  As  part  of  the  mobility  build-up 'in  1934,  AFSAC  had 
ordered  various  items  of  audiovisual  equipment  (cameras,  monitors, 
etc.)  for  use  in  interrogation  activities.  Problems  arose, 
however,  because  of  the  lack  within  AFSAC  of  a  dedicated 
audiovisual  manager  to  monitor  and  process  the  requirements  in  a 
more  timely  wanner.  On  14  November,  AF1S/CW  requested  Det  11,  1351 
AVS  to  appoint  Chief  Johnson  as  primary  and  tEgt  Frasher 
(AFIS/CVE)  as  alternate  Audiovisual  Managers  for  AFIS/AFSAC  at 
Fort  Belvoir.  This  was  approved  by  the  commander  of  Set  11, 
1361st  AVS,  on  2B  November,  allowing  AFSAC  to  requisition  and 
receipt  for  its  own  audiovisual  supplied  and  equipment.  Also  on 
the  topic  of  audiovisual  equipment,  LG  requested  a  change  to  Table 
of  Allowance  (TA)  069  to  allow  AFSAC  and  its  overseas  area 
headquarters  to  order  one  camera  and  related  equipment  set  per 
headquarters  (for  an  AFSAC-wide  total  of  three).  The  change  was 
approved  and  the  equipment  ordered,  but  it  had  not  been  received 
by  year's  end.*"6 
WSPECTIOKS 
«  Numerous  inspections  of  the  logistics  area  were 
i  in  1884.  The  AFIS/lii  ME1  of  HQ  AFSAC  rated  logistics 
management  as  OUTSTANDING,  and  Chief  Johnson  received  two  lauda- 
tory comments  —  one   for  his  management  of  the  mobility  build-up
and  one  for  Ms  management  and  control  of  OSM  and  ICF  supplies  end 
equipment.  In  addition  to  the  (€1,  quarterly  ICF  inspections  were 
conducted,  none  of  which  uncovered  any  discrepancies,  and  an  A1r 
force  Audit  Agency  auditor  inspected  the  ICF  account  on.  ZZ  June. 
The  auditor  checked  ICF  supplies  end  equipment  and  reviewed  the 
procedures  for  issuing  incentive  gifts.  No  discrepancies  "ere 
noted. 167 
OW£ER  NWASEMEKT  AND  TRAININS 
§BL  The  Career  Management  and  Training  Branch  (INXC)  was 
responsible  for  all  actions  dealing  with  personnel  management, 
including  officer  and  enlisted  accessions,  operational  and  non- 
operational    training,    OER    and    APR   A«aHty    control,     awards    and 
Four-Year  Personnel  Management  System 
tf  Upon  Lt  Col  Fairorother's  arrival  to  the  division  in 
June,  ne  immediately  began  designing  and  implementing  a  computer 
assisted  four  year  personnel  management  system.  The  long  term 
objective  was  to  increase  AFSAC  manning  to  near  ICO  percent  with 
qualified  and  trained  personnel-  The  process  began  by  resolving 
discrepancies  between  AFSAC's  Unit  Personnel  Roster  (UPR)  and  the 
AFIS  Unit  Manning  Docusnent  (UHOJ-  Both  documents  were  found  to  be 
in  error,  and  by  September,  with  the  assistance  of  Major 
Caulfield,  INYSH,  both  documents  were  in  accord -probably  for  the 
first  time  since  AF  HUK1NT  amalgamation.  A  second  step  was  the 
placement  of  the  UPR  by  Lt  Co!  Fairbrother  on  his  home  colter  so 
updated  products  could  be  provided  to  AFSAC  field  units  on  a 
monthly  basis  instead  of  semiannually.  Additional  data  elements 
were  added  such  as  required  languages  and  assignment  preferences, 
to  make  the  document  more  useful  to  the  field  elements. 
Concurrent  with  revision  of  the  UPR  foraat,  Lt  Col  Fairbnsther 
briefed   the 
system    and    receives    at 
tions  against  billets.1'" 
|H  A  second  phase  of  the  Personnel  Management  System  was  to 
merge  personnel  selection  data  with  the  GPIP  Program  Management 
Files  and  AFSAC  position  descriptions  to  form  a  complete  body  of 
information  from  history,  programmatic  iiaplications  and  selection 
criteria  to  a  file  containing  detailed  personalia  on  past, 
current,  and  projected  AFSAC  employees.  A  long  range  goal  was  to 
use  computer  assistance  in  selecting  personnel  based  on  position 
requirements.'"'
fleer-tilting  and  Personnel  Accessions 
||i  Recruiting  of  new  HlMNT  personnel  received  high  empha- 
sis 10984,  as  I«XC  took  the  lead  in  seeking  out,  evaluating,  end 
recruiting  prospective  AFSAC  personnel.  An  aggressive  advertising 
campaign,  followed  up  with  telephonic  interviews  of  Interested 
personnel,  paid  dividends  in  the  identification  of  many  promising 
individuals.1'2 
M  In  July,  and  again  in  November,  Colonel  Piver  and  Major 
Maleslth  travelled  to  the  Armed  Forces  Air  Intelligence  Training 
Center  (AFAITC),  Lowry  AFB,  Colorado  to  perform  Personnel  Selec- 
tion  Panel  (PSP)  interviews  of  students.  Nine  students  were  inter- 
viewed in  July,  five  positively;  four  of  eight  interviewed  in 
November  were  positive  All  of  those  positively  interviewed  were 
subsequently  approved  by  AFSAC/CC  for  HUMNT  assignments. !'■» 
«In  September,  INXC  requested  all  AFSAC  field  units 
:e  their  Advanced  Academic  Degree  (AAD)  billets  against 
current  and  future  mission  requirements  and  provide  their 
recommendations  for  either  adding  or  deleting  billets.  The  purpose 
was  to  provide  AFSAC  with  sufficient  AAD  billets  to  enable  the 
recruitment  of  area  specialists,  thereby  allowing  the  buildup  of  a 
quality  language/area  specialist-qualified  personnel  force.  In 
December,  at  the  request  of  INXC,  AFIS/OP  provided  the  names  of 
officers  accepted  for  the  AF1T  Area  Specialist  program  to 
faciiur    ■          "'-J    "<■'- 
lsts.1" 
40  Officer  Accessions  -  40  officer  PSP  interviews  were 
conducted  during  1964  and  28  of  the  interviewees  were  approved  for 
HUMINT  assignments.  Of  these: 
4  were  on  station  at  year's  end 
13  were  in  training 
6  were  awaiting  release  from  their  cujrent  command/ assignment 
3  were  awaiting  acceptance  by  the  concerned  area  or  detachment 
commanders 
2  were  not  released  by  AFKPC 
S  Enlisted  Accessions  -  14  enlisted  PSP  interviews  were 
i    during  1934,  of  which  12  resulted  in  selection  for 
HUMINT  assignments.  Of  these: 
1  was  on  station  at  year's  end 
8  were  in  training 
3  were  awaiting  release  from  their  current  command/ assignment
Force  Management  I 
lack  of  control  over  the  accession  of  enlisted  personnel  into 
Special  Duty  Assignments  (SDfts)  with  the  organization,  since  the 
SSAs  were  controlled  by  WC  rather  than  by  AFSAC.  This  meant  that 
AFSAC  would  not  necessarily  be  able  to  select  the  most  qualified 
SBA  applicants  for  HUMINT  assignments.  Recognizing  the  problem. 
Chief  Vukieh  put  together  a  staff  package  for  AF/INYX,  proposing  a 
letter  from  1NYX  to  WC/WCRPP1  which  requested  that  AFSAC  be 
identified  as  an  "  org  an  iz  at  ion-control  led,"  rather  than  an  'Un- 
controlled" SDA  for  enlisted  support  personnel.  At  the  end  of  the 
year,  final  approval  of  the  change  was  Still  pending.1'* 
flB  Creation  of  the  996D6  Special  Duty  Identifier  to  Replace 
3X0  AfSC  -  In  order  to  better  control  and  retain  enlisted 
HUMIHT  personnel,  INXC — specif tcalty  Chief  Vukich,  succeeded  ■ 
replacing  the  203X0  (Linguist/Interrogator)  AFSC  with  special  duty 
identifier  (SDI)  99606  (Linguist  Qebriefer/Interrogator}.  This 
change  took  effect  31  October  and.  In  conjunction  with  the  move  to 
obtain  AFSAC  vice  HPC  control  of  support  personnel  SDAs  to  AFSAC, 
was  expected  to  significantly  enhance  HUMINT  manpower  man- 
agement.*'6 
».*'  ■ 
Special  Suty  Assignment  Proficiency  Pay  for  HUMIHT 
  tinguist/Oebriefers  
-  One  of  the  most  Important  moves  to 
improve  recruiting  and  retention  of  99606  personnel  was  the 
Special  Duty  Assignment  Proficiency  Pay  iSDAPP)  for  enlisted 
linguist  de briefer /interrogators.  Such  pay,  already  approved  for 
recruiters  and  for  military  training  instructors,  was  recorasended 
in  a  package  prepared  for  ACS/I  approval  in  August  1984.  The 
formal  proposal,  approved  by  the  ACS/I,  was  transmitted  to  AF/WPP 
in  a  26  September  letter  from  Af/lriYX.  The  proposal  had  not  been 
finally  adopted  by  the  end  of  the  year,  but  the  prospects  for  its 
approval  appeared  excellent.  1"       * 
AFSAC  OPERATIWttL  TRAUflNC  PKOGMH
E  Tutorial  Training  -  Special  in-house  tutorial  training 
'  tradecraft  was  administered  by  Mr.  Knudsen  twice  during 
1984.  These  sessic 
it  Wh 
.11  size 
19-23  Nov  84:  TSgt  Glenn  A.  Miller  enroute  to  an  assign- 
l  Sew  Initiatives   in  Training  -  Because  of  the  relatively 
   _.ze  of  AfSAt  in  relation  to  the  demands  of  Its  worldwide 
mission  tasking,  great  emphasis  was  placed  on  the  recruiting  end 
training  of  the  finest  personnel.  In  19B4,  »any  new  initiatives 
for  improving  the  quality  of  training  were  pursued: 
tfjft  Assessment  Models  -  As  a  result  of  an  unsuccessful  meet- 
ing SB  June  1984  with  CIA  personnel  on  personnel  selection  cri- 
teria and  procedures,  INXC  initiated  action  to  construct 
assessment  models  for  each  of  the  major  operational  and  support 
positions  within  AFSAC.  The  major  characteristics  of  each  type  of 
position  were  identified  and  pertinent  questions  were  developed  to 
determine  the  potential  of  candidates  being  considered  for  assign- 
ment to  these  positions.  This,  it  was  believed,  would  considerably 
enhance  the  effectiveness  of  AFSAC  personnel  selection  procedures. 
ESAA,  PSAA,  their  detachments,  and  other  AFSfAC  field  units  were 
requested  in  October  1934  to  provide  inputs  for  assessment  models 
of  their  positions,  and  by  the  end  of  the  year  all  units  had 
responded  and  the  complete  data  base  was  being  reviewed  for  the 
development  of  accurate,  useful  models,"3 
flV  POD  Tradecraft/Curriculurn  Review  Panel  -  At  the  S1A  MOTE 
scheduling  conference  on  18  October,  it  "was" "re contended  that  a 
tradecraft/curriculuro  review  panel  be  established  to  review  the 
MOTB  curriculum.  The  panel  would  review  inputs  from  the  service 
collection  elements  for  the  possible^  inclusion  of  additional 
tradecraft  aspects,  changing  of  emphasis,  or  expansion  of  specific 
blocks  of  tradecraft  instruction.  Such  a  review  panel  was  to  allow 
for  a  current,  viable  curriculum  at  WOTC,  HQFC,  and  MOS.  The  pro- 
posed panel  was  under  development  at  the  end  of  19S4.180 
flB  HUH1HT  Management  Training  Course  (BOTC)  -  The  HKTC,  an 
AFSACinitiative,  was  not  a  "new"  initiative  per  se,  but  one  which 
was  first  raised  by  AFSAC  at  the  DoD  HUMINT  Management  Conference 
on  3-4  October  1983.  Since  the  original  recownendation,  the  course 
development  project  had  been  given  to  the  Defense  Intelligence 
College,  and  on  ZQ  September,  an  all-service  meeting  was  held  at 
DIA  to  discuss  the  development  of  the  HKTC.  At  the  meeting, 
several  different  course  interests  surfaced,  clouding  the  original 
concept  for  the  HHTC,  and  the  attendees  were  requested  to  provide
their  requireaents  for  consideration.  On  29  October,  in  response 
to  BIA  tasking,  HQ  AFSAC  provided  an  input  on  the  proposed  course 
content  which  reiterated  the  substance  of  AfSAC's  original  HMTC 
recommendation.  By  year's  end,  a  matrix  for  the  course  was  being 
developed  by  DTC;  following  completion  of  this  matrix  in  1935,  the 
service  representatives  were  to  meet  again  to  review  and  refine 
it.m 
^B  Interrogation  Tracli  for  the  Strategic  Debrlefer's  Course 
(SDt)  -  8e1wgen"72-2B'''AVil,  Iwxc  developed  a  tentative  training 
schedule  for  a  one-week  "Interrogation  Track"  for  AFSAC  students 
attending  the  Strategic  Oebriefer's  Course  (SDC)  at  Fort  Huachuca,. 
Arizona,  and  began  acquiring  course  materials  for  each  block  of 
Instruction.  Later  in  the  year,  during  the  14-18  December  In- 
Progress  Review  of  the  SDC,  AFSAC  representatives  met  with  Colonel 
Qinniman  (deputy  assistant  co»andant  of  the  U5AICS),  Major 
Khloster  and  Captain  til  ley  (Exploitation  Division!,  and  CMOZ 
Chlarson  (Interrogation  Branch)  to  discuss  Implementing  a  one-week 
interrogation  block  restricted  to  AFSAC  SUC  attendees.  There  were 
no  major  objections  raised  during  these  discussions,  mainly 
because  of  the  small  number  of  students  involved  {two  per  course}, 
and  the  fact  that  the  effort  would  neither  detract  from  the  basic 
SDC  nor  require  the  use  of  additional  facilities  or  USAICS 
personnel.  The  proposal  had  not  been  completely  staffed  and 
finalized  by  the  end  of  the  year,  and  1n  any  case  required  the 
approval  of  Major  General  Weinstein  (USAICS  cowan d er ) .  Final 
action  was  expected  early  in  1985. lsz 
Mtk  Survival  Training  Course  for  99606  Personnel  -  To  pro- 
vide necesl^'TiackgTolJnTtHi^  personnel, 
INXC  arranged  for  attendance  of  new  assignees  at  the  USAF  Basic 
Survival  School  (course  SV80A),  Fairchild  AFB,  Washington.  This 
course,  which  also  addressed  resistance  to  interrogation,  was 
viewed  as  a  valuable  addition  to  the  99606  training  plan. 
MB  ftir  Force  Directed  Studies  Course  -  During  the  year. 
Chief Tukich "worked  with" Af/INYx,  AF/Wfi,  and  DU  to  establish  a 
ten-week  Air  Force-directed  studies  course  stressing  Soviet  and 
Warsaw  Pact  military  and  technical  terminology  required  by  Air 
Force  debriefers.  Electronic  Security  Co«and  {ESC},  another  major 
user  of  linguists,  was  asked  to  support  the  directed  studies 
course,  and  concurred  with  the  proposal.  The  course  was  still  in 
the  planning  stages  at  the  end  of  the  year.133 
•  Intelligence  Training  for  HUHIMT  Support  AFSCs  -  Because 
of  the  small  sue  of  many  AFSAC  operating  locations.' and  the  need 
for  support  personnel  frequently  to  become  involved  in  HUMIfiT 
duties,  INXC  pressed  for  a  change  to  AFR  39-11  which  would  permit 
intelligence  training  for  designated  non-intelligence  personnel. 
This  change,  first  requested  through  HQ  AFIS/DPR  on  15  November,
was  approved  by  AFHPC/MPMPP1  on  26  November.  The  text  of  the 
change,  an  addition  to  paragraph  31c,  Figure  8-2  of  AFB  39-11, 
read  as  follows:  "Certain  support  personnel  selected  for 
assignment  to  minimally-manned  sensitive  locations  nay  be  required 
to  attend  intelligence  courses  of  instruction  prior  to  reporting 
into  new  unit  of  assignment."*" 
Institute  (011)  Russian  Professional 
,„.,„.„>  .■„.,,.,■,  ..-,  ,  -Chief  VuK'ieb  provided  direct  input  to 
BIT!' on  a  new,  'Si-volume  Air  Force  PUP  in  Russian.  This  program 
was  designed  to  provide  linguists  with  military  foreign- language 
study  materials  of  a  highly  technical  nature,  each  lesson  designed 
around  a  scientific  topic,  such  as  airfield  technical  support.  An 
initial  input  was  provided  DU  on  23  Hay.  Sateen  of  the  32  vol- 
umes had  been  completed  by  31  Oecember  1984. 1S6 
PERSONNEL  ACTIONS 
■■B1  Standard 
decorations,  OERs  and  APRs              ... 
Thomas  J.  Neel.  TSgt  Heel's  superior  performance  «as  recognized  by 
the  AFIS  inspector  general  during  the  April  1984  HE  J  of  HQ  AFSC. 
HQ  AFSAC  had  not  had  a  single  late  GER  or  APR  for  two  years.  The 
AFSAC  awards  and  decorations  program  was  similarly  well  managed. 
During  1984,  a  total  of  69  awards  and  decorations  (34  Meritorious 
Service  Medals,  Z5  Air  force  Commendation  Medals,  and  10  Air  Force 
Achievement  Medals),  110  APRs,  and  117  OERs  were  processed. 
Forty-sii  AFSAC  personnel  were  promoted  in  1934.
DETACHtCNT  21 
AIR  FORCE  SPECIAL  ACTIVITIES  CEKTER 
ORGANIZATION 
OQIfl  Office  Reassigned
Manning  Strength 
■ft  At    the    end    of 
authorized  pesitior 
Authorised 
■A   Lt   Co!    Richard  P.    Owen 
tlr^year.      KSgt   Dennis   Bavari 
ficer    throughout    the    year.       Kaj    W(H1ana    B.    Kartln    I 
fense  Liaison  Branch  from  June   through  Geceaiber.      Ca; 
Sylwester  headed  the  Foreign  Liaison  Branch  front  t: 
rived  in  June  through  Becember,  Mr.  Booby  H.  Jatfcson 
i  Operations  Services  Office  from  January  1984  until  i 
"   December  1934.      Maj   Kenneth   ' 
2   head   of    ■ 
■r  of  1 
r  191 
May 
January  to  Hay  1984 
BUDGET 
Hffe  Effective  with  the  FY  1985,  Detachment  21  received  its 
first  separate  budget  account.  Prior  ta  the  fiscal  year,  all 
funds  for  the  detachisent,  except  TO*  expenses,  were  accounted  for 
jointly  with  HQ  AFSAC.  The  new  budget  was  to  allow  for  better 
accounting  of  all  the  detachment's  expenditures.  The  total 
projected  budget  for  FY  85  was  S410.500,  allotted  as  follows: 
civilian  pay,  S22Q.OC1P;  TOY,  SI50.0GQ;  rental.  13,500; 
coranuni cations.    S6.QQQ;    contract   maintenance,    S16.000;    supplies.
for  independently,   *ere  1105,000." 
"Of  Major  Signif icance,"  "Of  Value,"  and  "No  Value."  After  1 
November,  the  evaluations  were  devilled  Into  five  categories:  "Of 
Major  Significance,"  "High  Value,"  "Of  Value."  "Low  Value,"  and 
"No  Value."  Other  descriptions  of  "'IIRs  such  as  "Outstanding"  or 
"Excellent"  were  additional  comutenis  by  the  evaluator. 
Evaluations  »ere  monitored  and  analysed  to  keep  collectors  going 
■'■■    *' ■    ■-'-'■-     -' ■■   '■'■■     --j   searching   for    the   most    important    and
Manning  Strength 
9  During  the  yetr,    the  detachment's  key  personnel  were  the 
-,  Lt  Col  Russell  Psrris,  who  held  the  position  since  June 
12,  and  the  operations  officer,  Mr.  Edwin  Pentecost, 
t  effective  1  October .204 
LIAISON  MO  COORDINATION
Briefing from U.S, Customs Service Army's Interest tn Det 22 peleted per 5 U.5.C- 382(0)(2) Briefing from OSI Forensics Specialist Wistt to AMD 255
25% foordination on FORMAT and IAF Briefing on COMEX Qverstabt Inspect ton feleted pex $ U.S.C. 352(0)(1)
Coordination, on  DLP 
HUHIMT  SSTKgrkshop 
■■  In  December,  the  1984  HUKINT  S6T  Workshop  was  held  at 
Detachment  2Z.  In  attendance  were  personnel  from  HQ  AFSAC,  KQ 
PSAA,  HQ  ESAA,  Detachment  31  of  PSAA,  Detachment  12  of  ESM,  and 
FTD.  On  24  December,  Detachment  It  sent  to,  the  participants  a 
report  on  the  workshop  Based  on  critiques  submitted  by  tn0se,,jn 
attendance.  The  recommendations  in  the  report  were  as  follows:'*' 
1. 
Aft  A  minority  of  FTD 
-  did  not  have  enough  time. 
that  they 
to  allow  all  case  officers 
to  include  all  day  Friday. 
alysts  and  case  officers  felt 
Corrective  action  suggested  Is 
spend  a  full  week  at  Detachment  22, 
5,  ^0  Recommend  that  Detachment  22/IHOS  travel  to  Detach- 
ment 31  PSRST  A  similar  visit  to  Detachment  12  ESAA  in  November 
19S3  was  very  beneficial  for  all  concerned.
BETACKHEHT  23 
AIR  FORCE  SPECIAL  ACTIVITIES  CENTER  (AFSAC) 
ESTABLISHMENT  AW)  HISSION 
On  3  October  1984,  by  verbal  order  of  the  AFSAC 
commander.  Detachment  23  was  established.  On  12  October  1984,  AFIS 
Special  Order  G-6,  issued  by  the  chief  of  the  AFIS  Administrative 
Division,  confirmed  the  verbal  order  of  3  October. 217
EUROPEAN SPECIAL ACTIVITIES AREA . AIR FORCE SPECIAL ACTIVITIES CENTER MISSION ORGANIZATION peleted per 5 U-Sob- 392(D)(3) ESAA consisted of a headquarters, three detachments, and nine eperating locations. Headquarters Leloted per 5 U.S.6. 352(b) Q}
^FT 
flVThe  other  division  with  HQ  ESM,  Plans  and  Resources, 
Involved  with  a  variety  of  actions  concerning  resource  manage* 
a  production,  and  plans  for  the  conduct  of  peace- 
derations. "6 
ESM  Detachment  11 
ESAA  Detachment  13
from  U  Col  John  K.  Kiehai  who  was  transferred  to  the  Defense 
Intelligence  Agency.  Col  Doxey  was  the  former  division  chief,. 
AFSAC/INQ.  Effective  7  August,  U  Col  Ram  KtHkauskas  assumed 
duties  as  ESAA  deputy  commander  and  as  chief  of  the  HQ  ESAA  Opera- 
tions Division,  replacing  Major  Richard  Schenk,  who  retired  from 
the  Air  Force.  Major  Lawrence  C,  Earle  assumed  duties  as  chief  of 
the  HQ  ESAA  Plans  and  Resources  Division  31  July,  replacing  Major 
Arnold  C.  Dubcak.  CMSgt  William  H.  Strickland  assumed  duties  as 
the  HQ  ESAA  chief  of  Personnel  and  Administration,  as  well  as  the 
ESAA  'senior  enlisted  advisor,  effective  11  July.  CMSgt  Strickland 
replaced  CMSgt  Clyne  Bates,  who  retired.  Captain  Kevin  Klahr,  who 
arrive  on  station  in  June,  assumed  duties  as  the  executive 
offic   to  the  new  ESAA  commander,  effective  11  July,"' 
(A  U  Col  William  Ssxe  commanded  detachment  11,  while  Major 
AndrewJasinski  served  as  the  Det  11  operations  officer.  Major 
"'  " '  "  '  '  ~  '  •   '  "    Major  Ronald  McAbee 
Manning  Strengths 
flfe  On  31  December,  the  ESAA  manning  strength  > 
HO.  AUTHORIZED 
SI 
MO i.  ASSIGME! 
2*3 
}   PERCENTAGE 
Officers 
Enlisted 
Civilians 
'83* 
90S 
71% 
Total 
103 
83S 
JOIffT  COMMUNICATIONS  FACILITY
ESAA  Coamanders'  Conference  •  ■  -  - 
SOn  14-15  November  1984,  the  ESAA  Coamanders'  Conference 
The  first  day  was  devoted  to  t  review  of  ESAA  activities 
while  the  second  day  was  spent  In  an  1n -depth  reviewof*£SM  OPLAN 
4102  procedures.  The  conference  was  in  part  a  continuous  effort  by 
ESAA  to  review  and  update  Its  major  wartime  planning  concepts, 
partially  in  response  to  deficiencies  cited  in  a  198Z  Management 
Effectiveness  Inspection  report.239 
Meeting
265 
Meeting  with  USAFE  Representatives 
tf&Qn  20  December  1984,  Captain  Haney  attended  a  USAFE/INCR 
sponswrld  meeting  to  discuss  planning  initiatives  of  mutual  inter- 
est. Detachment  3,  foreign-  Technology  Division,  was  also  repre- 
sented.    The  meetinq  resulted  in  the  following  proposals:2*4 
support   and  W8M   for  operatic 
operations  under  bare  base  conditions. 
PLAHiilHS  AHD  PROGRAMING 
Planning  Initiative
MB  The  command  continued  follow-up  action  on  shortcomings 
identified  during  the  AFIS/IG  Management  Effectiveness  Inspection 
(MEI)  of  ESAA  In  1982.  Follow-up  action  on  ESM  ME!  findings 
occupied  a  significant  plan  in  ESAA  management  activities,  with 
the  majority  of  MEi-related  action  focusing  on  wartime  planning 
shortfalls  identified  during  the  KEI.2M 
^V>  In  doing  so,  ESAA  continued  Its  efforts  to  review  and 
update  major  wartime  planning  concepts.  As  part  of  Its  effort  to 
rectify  shortfalls  cited  In  the  MEI,  ESAA  launched  the  first 
annual  review  of  ESM  OPLAN  4102  in  June  1984  and  pursued  plan 
update  action  throughout  the  second  half  of  the  year.  As  one  part 
of  this  action,  ESAA  planning  authorities  identified  and  worked  to 
resolve   long-standing   shortcomings   with  ESM  wartime  force 
deployment  concepts, 
effort,  howi 
comprehensii 
highlight  of  the  i 
November  1984  as  ESM  t 
inning  conference.^? 
Ml  plar 
ing 
tffl  ESM  also  continued  its  efforts  to  develop  and  maintain 
a  roTe  for  USAF  HUMINT  in  major  theater-based  exercises.  This 
effort,  however,  led  the  command  to  a  critical  decision  point 
during  the  latter  half  of  1984,  as  ESM  command  authorities  were 
faced  with  three  conflicting  factors;  Increasing  opportunities  for 
ESM  to  take  part  in  exercises  featuring  HuWINT  play;  increasing 
emphasis  on  peacetime  collection  activities  *and  new  collection 
initiatives;  and  little  relative  change  !n  the  ESM  manpower  base, 
faced  with  the  harsh  reality  of  limited  manpower,  ESM  authorities 
had  to  "draw  the  line"  between  mutually-exclusive  efforts 
involving  peacetime  operations  and  wartime  readiness  exercises.  In 
October  1984,  as  the  demise  of  ESM's  traditional  role  in 
FLINTLOCK  exercise  was  confirmed  by  the  Special  Operations  Command 
-  Europe  (SOCEUR),  the  ESM  conmander  reaffirmed  the  two  basic 
goals  of  exercise  participation:  to  test  wartime  planning  concepts 
and  to  train  personnel  for  their  specific  duties  in  support  of 
these  concepts.  The  ESM  commander  then  issued  a  major  policy 
statement  with  regard  to  exercise  activities,  through  which  he 
established  four  basic  goals  for  ESM  participation.  These  goals 
s  follows^
Memorandum  of  Understanding 
Reserve  Management 
4V  In  late  Hay,  at  the  request  of  AFSAC/INX,  ESAA  began  an 
1n-deptfi  review  of  its  dedicated  reserve  augmentation  forces.  The 
initial  phase  of  the  review  identified  general  strengths  and  weak- 
nesses with  the  HUMINT  portion  of  the  AFIR  program.  The  second 
phase  of  the  review,  undertaken  concurrently  with  the  annual 
review  of  ESAA  OPLAM  4IQ2,  addressed  the  integration  of  ESAA's 
HtlMINT  reserves  with  active  duty  forces  and  emergency-essential 
civilian  personnel  for  wartime  planning  purposes.  The  third  part 
of  the  review,  slated  for  completion  following  coordination  of 
part  two,  was  to  cite  ESAA's  recommendations  on  specific  wartime 
augmentation  requirements, 250 
wartime  PI.
i  During  the  year,  ESAA  was  Involved  with  two  major  ixer-
Of  HQ  PSAA  consisted  of  command,  administration,  operations 
and  plans/ programs  sections,  located  at  Hickam  AFS,  Hawaii.  There 
were  two  field  units:  Detachment  31  at  Yokota  Air  Base,  Japan,  and 
Detachment  32  at  Yongsan  Army  Garrison  in  Seoul,  Korea.  Oet  31 
had  two  two-manned  operating  locations  at  Camp  Zaraa  and  downtown 
Tokyo."' 
Organizational  Excel ience  Award  , 
flP  In  1934,  Detachment  32  was  awarded  the  Air  force 
OrganTTational  Excellence  Award  for  the  second  time.  The  award 
covered  the  period  1  February  1982  to  31  January  1984,  in  recogni- 
tion of  Det  32's  intelligence  collection  effort  Involving  the 
timely  reporting  of  information  emanating  from  three  aircrews  from 
Communist  countries  who  defected  with  their  KIG  aircraft,  the  crew 
of  a  hijacked  PRC  airliner,  and  numerous  informative  sources  from 
the  Middle  East  and  Southeast  Asia.258 
PERSONNEL  r 
Key  Personnel 
4Hr  On  15  June  1984,  Col  Thomas  D.  Davis  assumed  command  of 
the  Pacific  Special  Activities  Area,  replacing  Lt  Col  John  F. 
Rexford,  who  had  the  distinction  of  being  the  first  area  com- 
mander for  HUMNT  activities  in  the  USPACGK  area.  Lt  Col  Rexford 
was  transferred  to  the  Defense  Intelligence  Agency,  and  Colonel 
Oavis  transferred  from  EUCOM/J-2. 
fBr  On  29  June  1934,  Lt  Col  Russell  Reston  relinquished 
command  of  Detachment  32  to  Lt  Col  Thomas  Lewis,  who  had  approp- 
riate background  experience  stemming  from  his  previous  tours  in 
Korea  and  COMIPAC  as  a  Korean  analyst.  Lt  Col  John  F.  Elkelbarner 
continued  on  as  commander  of  Detachment  31. "9
P  As  of  31  December,  ....   „.,„ 
s  follows.  The  authorized  figures  are  in  parenthesis^ 
Officers 
Enlisted 
Civilian 
Foreign  Nationals 
iill 
Anti-Terrorist  Wording  Group 
Defense  Liaison  Program 
PLANS  ANB  PROGRAMS 
_,  aJTPSM  QPLAH  sa?7:  The  revised  edition  of  PSAA  OPLAN  5027. 
dated  1  July  1984,  was  published  and  disseminated.  Subsequent  to 
the  publication  of  this  revised  plan,  it  was  deemed  that  further