NISCINST 3120.1A (b) Analysts are encouraged to perform composite evaluations (two or more IIRs) if the IIRS conform to all the requirements set forth in paragraph 6b of enclosure (1) to COMNAVINTCOMINST 3820.6 series. (c) “Of No Value" evaluations are discouraged. Such evaluations must be fully substantiated prior to release. 409. COMMAND HISTORY a. In order to coordinate all NISC historical matters, the position of NISC Historian has been established. The primary duties of the NISC Historian will be to coordinte the inputs for the preparation of the annual Command History,,as required by OPNAVINST 5750.12B, collect other NISC historical material of importance and to establish and maintain a NISC historical data base. The position of Historian is assigned as a collateral duty. All historical matters pertaining to NISC and its predecessors are to be coordinated with the NISC Historian. b. The focus of the NISC command history should be centered around those activities that relate to the command's primary mission or program. Each office/department is however, encouraged to be resourceful in developing those occurances within its functional area so as to provide meaningful inputs to the Command History. c. The following General and Specific instructions will serve as guidelines to each NISC office/department as to what is expected as each contributes to the Command History effort. (1) General: (a) Each department will designate an individual to serve as Department Historian and provide the Command Historian with the name of that person. (b) Each Department Historian will coordinate as necessary, to insure that all functions activities within that department are evaluated to determine the suitability of such development as a NISC Command History item. The art of being brief, concise and to-the-point will be exercised throughout the report. (c) Submissions for the Command History or historical data base may be made at anytime considered appropriate. However, annual departmental submissions are required to the Command Historian not later than 1 February of the following year. (2) Specifics: (a) Executive Officer (NISC-O1): This office will provide, at a minimum, a photograph and biography of the Commanding Officer, and other photographs and biographies as deemd appropriate for the Command History. A narrative command mission summary statement will also be furnished by this office. Finally, a recognition statement from the Commanding Officer to all NISC employees during the year covered. 4-33
NISCINST 3120.14 Ve OV 1985 (b) Operations Department (NISC-000): This department will provide the Command Historian with copies of schedules of all NISC signi ficant meetings and briefings to include changes as they occur. (c) Office of Foreign Materiel (NISC-OFM): This office will, by 1 February, in addition to its regular submission provide the Command Historian with a list of significant foreign materiels exploited or approved for exploitation during the preceeding year. (d) Resource Management /Comptroller (NISC-OOR): This office will, by 1 February, in addition to its regular submission for the Command History, provide the following: 1. The amount of the NISC operating budget for the previous calendar year - being as specific as allowable under the overall document classification restriction of SECRET. 2. A depiction of the military and civilian manpower structure for the beginning and end of the previous calendar year. A breakdown by of fice/department that equals to the command total strength is desirable. (e) Naval Warfare Capabilities Department (NISC-OOW): This department will, in addition to its regular input to the Command History submit by 1 February, threat assessments and a complete list of all Weekly Wires published by NISC in the preceeding calendar year. This list should be broken down by Wire Number and within each Wire by title and author. (£) Technical Services Department (NISC-60): This department will, in addition to its regular Command History input, submit by 15 February of each succeeding year, the following: 1. A complete list of all publications produced by NISC during the preceeding calendar year for inclusion as an appendix in the Command History. The list shuld be broken down by categories of publications, i.e., Threat Assessments, Books, NAVSTIR articles (arranged by issue), Naval Intelligence Technical Summaries (NITS), Case. studies, and any other applicable categories. Only long titles, followed by short titles, of the publication should be included. 2. One set of photographs of all major NISC functions. ~ Change of Command Ceremonies - Ropeyern Events ~ Christmas Social/Party - Other events as appropriate 3. Graphic support as required. (g) Questions pertaining to NISC historical matters should be referred to the Command Historian for resolution. 409.1 COMMAND HISTORY FORMAT The format below should be closely adhered to. If there are sections that do not apply, enter to work "(NONE)" for that section. For example, "III PERSONNEL CHANGES - "(NONE)"." A_ 9A
NISCINST 3120.1A DEPARTMENT'S NAME, CENTERED, UNDERLINED, W/SUFFIX (NISC-Xx/X) (3 spaces) A. DEPARTMENT'S SUFFIX MISSION (Example: NISC-XX/X's MISSION: ) (2 spaces) (Start here with (U), (C), or (S) for classification, then continue on line with the Department's Mission as depicted in the current NORM). (3 spaces from last line of entry) DIVISION'S NAME: Example: POP CONTROL DIVISION'S MISSION (NISC-XY/Z) : (2 spaces) (Start here (as above w/Department's Mission), with the Mission of the first Division of that Department as listed in the NORM. The remaining Divisions in that Department should follow in the same order and format. All three (3) spaces between the last Division entry line and the next Division's Name). B. DEPARTMENTAL BRIEFING/CONFERENCES ATTENDED (include only the classification and subject of the briefing/conference, the date of occurance, the NISC and/or VIP person(s) who attended and the locations of the event using the following format). 1. BRIEFINGS: Class/Subject Date Attendees/Briefings Location 2. CONFERENCES: Class/Subject Date Attendees/Briefings Location C. PERSONNEL CHANGES (Include only Department, Assistant Department and Division Head changes, using the following format). Person(s) Involved Type of Change Date Name: Rank/Grade: __ Position: D. PUBLICATIONS 1. Each Department Historian will insure that all publications produced by that department are registered with NISC-60 for inclusion in the publications appendix (A) to the annual history. Only in those cases where such publications are not listed by NISC-60, for whatever reason, will they be listed in the departmental submission. 4-35
NISCINST 3120.1A 15 NOY 1035 E. 2. NISC'’s publication list should include, as a minimum and by title only, the following: a. WEEKLY WIRE ARTICLES b. NAVY SCIENTIFIC AND TECHNICAL INTELLIGENCE ARTICLES c. BOOKS (add short title to listing) d. MISCELLANEOUS (can include such items as papers prepared for briefing/conferences, etc.) TECHNICAL ANALYTICAL OR PRODUCTION ACCOMPLISHMENTS OF THE DEPARTMENT (Listing in A., B., C., etc., order, preface the statement of accomplish- ment with the security classification (U), (C), or (S) as appropriate. Each entry should be a brief clear statement as to what, where, when and/or how an event occurred during the covered period). Use the most appropriate a. or b. format examples as most approprite. a. TECHNICAL ANALYTICAL OR PRODUCTION ACCOMPLISHMENTS (U) (NISC-XYZ discovered on 4 July another naval fire works test facility in the Far East. This finding was in support of the U.S. Holiday project "Independence Day"). b. ABSTRACTS OF SIGNIFICANT PRODUCTION TITLE: —_—— TASK NO. (if any): SHORT TITLE: ee DATE: CLASSIFICATION (to incluje releasability): ABSTRACT (no higher than SECRET): DATE OF DISSEMINATION: SPECIAL AWARDS RECEIVED BY THE DEPARTMENT OR INDIVIDUALS THERE IN: RE A TO LN (List Department/Individuals name, type of award and date using the A., B., C., format as in E. above. DO NOT incluie such as length-of-service awards). MISCELLANEOUS (Include illnessess, deaths of personnel and any other Matters deemed important that do not fit into the topics previously mentioned. USe the A., B., C., format here as in E. and F. above). 4-36
NISCINST 3120.1A TR her 7985 CHAPTER 5 SPECIAL ACTIVITIES 500. NAVY TECHNOLOGY TRANSFER PROGRAM a. Background: OPNAVINST 5510.156 initiated the Navy Technology Transfer Program to support a national level effort to restrict the transfer of critical technology to potential adversaries. OPNAVINST 5510.156 assigned the Chief of Naval Material the responsibility for maintaining a comprehensive technical data base. This instruction further states that the Director of Naval Intelligence will provide intelligence assessments including identification of gaps in potential adversary technological development. b. Discussion: The responsibility for coordination of the NISC technology transfer program is assigned to the Naval Technology Department (NISC-10) . (1) NISC-10 will: (a) Act as the focal point of technology transfer tasking received by the command. (b) Provide overall coordination of NISC's OPNAV/NAVMAT-funded Military Critical Technology contract studies. (c) Serve as the alternate member to DCI's Technology Transfer Intelligence Committee. (a) Coordinate NISC representation on committees such as COMEX, EXCON, TTIC-DBWG, STIC-CPWG, ONI Technology Transfer Coordinate Committee, and Technology Transfer meetings, briefings, etc. (e) Develop and maintain a technology transfer data base, including foreign technology availability data based on militarily critical technologies. (£) Identify and report potential transfers of high technology equipment, with possibly detrimental consequences to the U.S., through appropriate naval channels. (g) Maintain liaison with other agencies and services involved in assessing the impact which of transfers of militarily critical technologies to foreign countries. (2) NISC line departments and staff elements will: (a) Build and maintain analyst files for their specific technology areas which include examples of technology transfer, world leadership, foreign availability, and examples of reverse technology transfer. (b) Respond to tasking from NISC~10 upon request. 5-1
NISCINST 3120.1A 15 NOV 1985 (c) Establish a central point.of contact for technology transfer matters. (a) Notify NISC-GFM Technology Transfer Office of actual of anticipated transfers of hi-tech equipment to potential adversaries or known "pass-through" nations. 501. PRECIOUS METAL RECOVERY PROGRAM (PMRP) . NAVINTCOMINST 4570.14 and NAVSUPINST 4570.23 implemented the provisions of DCD Directive 4160.22 and established a program within the Navy for the I@tiver sevioriliganion ot precios metals faold, silver, and the platinum family which includes platinum, iridium, rhodium, osmium and ruthenium) contained in residual material and scrap generated by Navy activities. The Navy program is an extension of the DOD PMRP which is an expansion of the DOD Silver Recovery Program previously administered by the Naval Ordnance Systems Command. The Defense Logistics Agency (DLA) has since been designated the DOD IManager for the expanded program, relieving the Naval Ordnance Systems Command on 1 October 1974. Under the DLA, the Defense Property Disposal Service (DPDS-RP Federal Center, Battle Creek, MI 49016, is responsible for programs associated with the collection, recovery and processing of precious metals. The Defense Industrial Supply Center (DISC) is responsible as the Commodity Integrated Material Manager, for the supply management of the refined precious metals recovered under the PMRP. It is the policy of NISC that an effective PMRP be maintained throughout the command. All NISC departments am staff elements generating precious metal-bearing excess of scrap material, or precious metal~bearing residue of chemicals or industrial operations, will participate in the PMRP. a. Action: (1) The Photographic Division Head (NISC-64) is assigned the responsibility for the PMRP within NISC and is designated the PMRP Coordinator (PMRP-C) for the command. (a) The PMRP-C shall implement, monitor and coordinate the PMRP within the command and assure the precious metals are being reclaimed and reported in accordance with applicable instructions. (b) The PMRP-C shall act as a point of contact for the command. Any recommended changes to existing procedures should be submitted to the PMRP-C. (2) Department heads and staff element heads will each designate a PMRP sub-coordinator to implement, monitor amd coordinate all of their own internal PMRP actions. The name, code and telephone number of each PMRP sub- coordinator will be provided, in writing, to the PMRP Coordinator (NISC-64). Additionally, each department head and staff element head concerned will be responsible for insuring that the procedures outlined below that are appli- cable to their particular area of responsibility are adhered to, including: (a) Account for and turn in all precious metal-bearing items and recovered precious metals to their own particular PMRP sub-coordinator; 5-2
NISCINST 3120.1A 1 & hOV 1985 (b) Operate and maintain assigned precious metals recovery equipment in facilities under their command; (c) Those having no recovery equipment and generating only snall quantities of fixing solutions will collect the spend solutions in clean five gallon plastic containers am turn it in to the NISC-64 chemical mix area when 20 or more gallons have been accumulated; (a) Ensure that all materials collected are handled, stored am shipped in accordance with applicable security regulations: (e) Ensure that all collected materials are shipped promptly to the Defense Property Disposal Precious Metals Recovery Office, Naval Weapons Station Earle, Colt's Neck, N.J., or other designated collection or disposal activities; and (£) Provide the NISC PMRP Coordinator (NISC-64) with legible copies of all documents concerning each shipment. 501.1 STANDARD OPERATING PROCEDURES FOR PRECIOUS METAL RECOVERY PROGRAM (PMRP) WITHIN NISC-60 a. The mission of NISC-60 involves processing a variety of silver-bearing sensitized materials. The processes result in some or all of the silver being removed from the materials, predominantly by the various fixing and stabilizing solutions for photographic film and paper. The silver in those solutions mist be recovered ani shipped to a Defense Property Disposal Office. Another source of recoverable silver is from scrap photographic film and paper. Scrap photographic film and paper will be shredded and stored in containers suitable for bulk shipment to a designated Defense Property Disposal Office. b. These standard operating procedures specify the responsibilities of NISC-60 personnel, methods and procedures to be followed and records to be maintained relative to the operation of the silver recovery program for chemicals and scrap photographic film and paper. c. Responsibilities: (1) NISC-64: (a) Direct coordination of NIC PMRP in accordance with NAVINTCOMINST 4570.14. (b) Establish and direct implementation of silver recovery operations fram photographic chemistry in accordance with procedures outlined herein. (c) Comply with specifications of NAVSUPINST 4570.22 to insure secure shipment of recovered silver and/or silver~bearing scrap as directed by DPDS. (2) NISC-64C (Support Coordination): 5-3
NISCINST 3120.1A to Ney 1985 (a) A supply of replacement cartridges will be maintained in the NISC-64 Chemical Mix Area. A replacement will be issued upon receipt of a filled one. The filled cartridges will be stored for safekeeping in the NISC-64 area until shipment. (b) The Kodak 1P Silver Recovery Cartridge(s), furnished by DPDO, will ke rigged to a holding tank. (c) NISC-64C will activate this sytem when sufficient volume of chemistry has been collected, per manufacturer's recommendations. In general, an accumulation of at least 25 gallons of the effluent is considered desirable: the cartridaes must be monitored frequentlv when in operation. Watrridges ara octagrat sy re cue hta gt parmiticn UK yations of these effluents, or approximately four months supply, whichever occurs first. (d) Cartridges are serial-numbered by the manufacturer; a record will be maintained of those received, dates of installation/removal ard dates shipped to DPDO. (Figure 5-4 is a sample letter to be used when requesting shipping instructions.) (e) NISC-64 will originate the required correspomience to effect shipment and acquisition of replacement cartridges. Copies of shipping documents and all associated corresponience will be retained on fiie for at least three years. (4) Scrap photographic film and paper recovery: (a) Scrap photographic film am paper will be shredded and stored in containers suitable for bulk shipment. When approximately 2000 lbs. of shredded materials have been collected NISC-64C will notify NISC-64, who will obtain disposition instruction from Defense Property Disposal Service (DPDS). When shipping instructions and fund cite are received, the scrap material will be shipped as directed by DPDS. (b) The disposition instructions, shipping documents and other pertinent documentation relevant to scrap photographic film and paper will be maintained within NISC-64 for at least three years. 501.2 STANDARD OPERATING PROCEDURES FOR FILM DESTRUCTION AND PRECIOUS METAL RECOVERY WITHIN NISC-70 a. Film selected for destruction is listed on an appropriate Film Destruction Record Form. This destruction record identifies all material being destroyed by a specific control number which is assigned by the originator prior to being received by NISC-70. This number provides an effective control system that will furnish an audit trail that can be traced if necessary. b. After the film is inventoried and listed on the Film Destruction Record Form, it is placed in cardboard boxes and sealed in accordance with applicable security requirements. c. The boxes are placed on pallets (approximately 30-35 boxes per pallet) and secured with polethylene straps. 5-6
NISCINST 3120.14 an 1 1985 “aM | d. A courier receipt is prepared identifying the originator and number of sealed boxes being transferred to DIA (RTS-4B) for subsequent delivery to Naval Weapons Station - Earle for destruction and silver recovery. e. Arrangements for the transfer of this material is made with DIA (RTS-4B) at phone number 695-9482. 501.3 STANDARD OPERATING PROCEDURES FOR PRECIOUS METAL RECOVERY WITHIN NISC-20 a. NISC-20 will normally turn in excess/scrap precious metal bearing materials (printed circuit hoards, cable connectors, voltage regulators, etc.) to the servicing Defense Property Disposal Officer in accordance with procedures specified by NAVINTCOMINST 4570.10. Shipments will include any available information pertaining to the precious metals content (i.e., metal type, quantity, location) ani will clearly identify material (i.e., printed circuit board, manufacturer and part number, silver/gold content, etc.). All reasonable care will be taken in the packing of materials for shipment so as to minimize the possibility of theft or loss through container damage. The shipments will be made when warranted by accumulation of materials. b. When the accumulation of materials warrants shipment, it will be sent to the NISC mailroom to ke shipped by registered mail to the appropriate destination, thereby furnishing an audit trail that can be traced if necessary. 501.4. STANDARD OPERATING PROCEDURES FOR PRECIOUS METAL RECOVERY WITHIN NISC-10 . a. Prepare material inventory and announce to RDT&E and intelligence community of OFM intent to destroy material. b. Review any requests for material and as appropriate forward material to requestor. Maintain a record of receipt file for material thus forwarded. c. When no further interest is indicated, contact respective Property Disposal Office (PDO) Brandywine, Maryland, concerning disposal of foreign material. Prepare Form 1348-1 (Listing of Material to be Disposed of) amd forwarded to PDO. Indicate "DEMILITARIZATION REQUIRED" and declassify material accordingly, including removal of any seriai numbers or identification markings. da. Contact Washington Navy Yard, Building 216, Code 414, telephone number 433-3121 and arrange transportation. Prepare memo to NISC-OOR indicating shipping requirements (cost, type of truck and days desired). NISC-OOR will complete Form 140 and forward to Washington Navy Yard. e. Advise PDO of scheduled delivery date. £. Provide NISC-OOR a copy of delivery receipt to indicate completed action Figure 5-5 pertains. g- Maintain an up-to-date inventory of material retained at OFM beyond the normal exploitation period. Figure 5-6 pertains. 5-7
NISCINST 3120.1A 3 RAV Ino ae buy 13903 CERTIFICATE # DATE: TOTAL RECOVERED (POUNDS) OUNCES PRINTED NAME OF TECHNICIAN: SEALED & DELIVERED TO NISC-64: (SIGNED) (TECHNICIAN) PRINTED NAME OF WITNESSING OFFICER: (SIGNED) I HAVE RECEIVED THE ABOVE QUANTITY OF SILVER FLAKE FOR SAFEKEEPING/SHIPMENT: (NISC-64) DATE: ee COPY TO: NISC-60 DATE: INITIAL: een Figure 5-2 5-12
NISCINST 3120.1A 15 MSY 1985 (TO BE PRINTED ON COMMAND LETTERHEAD) 4160 Ser 60/XXXX (date) From: Comnanding Officer, Naval Intelligence Support Center To: Commanding Officer, Naval Weapons Station - Earle (ATTN: Defense Precious Metals Recovery Office (DPDM-R) Subj: SHIPMENT OF RECOVERED SILVER FLAKE Ref: (a) DoD INST 4160.21M 1. Per reference (a), shipping instructions and fund cite are requested for 6,200 grams silver flake. A. P. SAMPLE By direction Figure 5-3 5-13
NISCINST 3120.1A 45 NOV 1985 (TO BE PRINTED ON COMMAND LETTERHEAD) 4160 Ser 60/XXXX (date) From: Commanding Officer, Naval Intelligence Suppport Center To: Headquarters, Defense Property Disposal Service, DPDS-RP, Federal Canter, Battle Creek, MI 49016 Subj: SHIPMENT CE EXHAUSTED SILVER RECOVERY CARTRIDGES Ref: (a) DoD INST 4160.21M 1. Per reference (a), shipping instructions and fund cite are requested for seventeen Kodak Model 1P Silver Recovery Cartridges. 2. Serial numbers of the cartridges are as follows: 28973 30057 245594 245799 26409 245679 245593 352895 245607 245668 454682 343399 18427 202994 245657 335736 335778 A. P. SAMPLE By direction Figure 5-4 5-14
NISCINST 3120.1A EE nav 1985 TRANSFER/RECEIPT FORM FOR PRECIOUS METAL RECOVERY PROGRAM CC Re sch Seen NFMP CONTROL NUMBER DATE From: NFMP Project Manager, Naval Intelligence Support Center To: Property Disposal Office re ee re snus rerennswepneeguepininsa Ref: (a) NISCINST 3120.1 1. In accordance with reference (a), a total of of precious metal is delivered. pounds/ounces RI 3nr STR Rew 9-5 EEE ~a eepeter Eee . TR AT YY Witnessing Officer Signature NFMP Project Manager Signature Printed Name Printed Name Date From: Property Disposal Office To: NFMP Project Manager, Naval Intelligence Support Center 1. I acknowledge receipt for the above quantity of precious metal from NFMP this date. Signature Property Disposal Office Printed Name Copy to: NISC-60 NISC-OOR NISC-000 Figure 5-5 5-15
NISCINST 3120.1A 15 NOV 1985 | das NFMP PRECIOUS METAL IN-HOUSE COLLECTION LOG Project Name/ ype of Amount: Date Control Number Precious Metal Pounds/Ounces poe Responsible = NFMP Project Date Date Location Manager Russived Transfer Disposition Figure 5~6
NISCINST 3120.1A 15 Nov 1985 CHAPTER 6 REGULATIONS AND ADMINISTRATION 600. MANNING The Manpower Authorization for NISC is promulgated by the Chief of Naval Operations and expresses in detail the quantity and skills of military and civilian personnel to be assigned to NISC. The Manpower Authorization is maintained by NISC-OSP for civilian personnel and NISC-OSP2 for military personnel. All requested changes to the Manpower Authorization shall be submitted to NISC-OSP (civilian personnel) and NISC-OSP2 (military personnel) for appropriate review and submission per OPNAVINST 1000.16 to Chief of Naval Operations (CNO) via Commander, Naval Intelligence Command (COMNAVINTCOM). COMNAVINTCOM, as the Manpower Claimant, performs final review of all change requests and forwards those requests recommended for approval to CNO with appropriate recommendations including comments concerning the applicability and availability of compensation. 601. UNIFORM POLICY AND DRESS CODE ae Military Personnel. (1) U.S. Navy Regulations (NAVPERS 1566E) is the basic directive governing the wearing of uniforms and civilian attire by naval personnel. The Commandant, Naval District Washington, D.C. is assigned responsibility for establishing and controlling uniform policies within the District and for prescribing uniforms for season, day, or special occasions which will provide the greatest uniformity of appearance as promulgated by NDWINST 1020.5 series. The Commanding Officer, Naval Intelligence Support Center prescribes the Uniform of the Day. (2) The Service Dress Blue uniform is a basic uniform for naval officers and enlisted persons and may be prescribed year round. The Summer White uniform may be prescribed as appropriate during warm weather. The Service Dress Blue blouse may be removed while in the office and while coordinating with other offices. However, the blouse must be worn when patronizing the NIC-II Building cafeteria, barbershop, and credit union. The wearing of the vest does not eliminate the need for wearing the Service Dress Blue blouse. The white, long sleeve, soft shoulder board shirt may be worn without the Service Dress Blue blouse throughout the building. The shirt and soft shoulder boards are to be worn without ribbons or breast insignia and are not authorized for wear outdoors without the blouse. (3) The Dungaree uniform is authorized for wear when the nature of the work to be performed would unduly soil the uniform of the day. Personnel engaged in work requiring the Dungaree uniform will normally be allowed to patronize the cafeteria, barbershop, credit union, amd visit other offices or spaces in the NIC-II building as required during the working day, provided the uniform involved is not unduly soiled with grease, ink, or otherwise has become objectionable. The Dungaree uniform is not to be worn to or from work, or away from NISC except while engaged in a working party or detail ona military reservation and while in transit to or from such a working party or 6-1
NISCINST 3120.14 TH hA 7QR5 (2) NISC division, branch, and section heads will maintain cognizance of employees using the program in order to meet command preduction requirements. ' (3) Employees may work no more than five consecutive hours before being required to take a lunch break. Lunch breaks will be taken during the middle Flexitime Time period (1130 through 1300) and must consist of no less than the authorized 309 minutes nor more than 1 1/2 hours. The normal working week is 8 hours every day, 5 days a week, Monday through Friday. (4) Employees will be held responsible for attendance at scheduled meetings. Starting time each day for personnel on flexitime is at the Atenratian Af tha aml cera | Dewees  arntasrene atocta amine werk hours in LIOVer ue mp erroe < : ry Oa SATIS WOK Vers ees Pal cece ce, wee ett. ‘ ee aes rs oe Sr | wir ase . wLesibis, In: is Lie Tillis ucr' load and computer operation S. Where necessary, the supervisor is authorized to assign minimum coverage personnel from 0600 to 0930 or 1430 to 1800 if adequate coverage is not obtained through normal flexitime operations. The hours of clerical positions should usually coincide as closely as possible with those of their supervisors. (5) All employees who take advantage of flexitime, i.e., arrive other than 0730 and depart other than 1600, will sign in each morning and out each night in the Daily Time Logs which will be provided at aonvenient locations. These logs will be used by authorized timekeepers to maintain the Bi-Weekly Pay Checks. (6) Employees are responsible for the Weekly Time Recording Sheet used for production management control. These sheets will be submitted to supervisors by 9930 Monday, or in the case of holidays, Tuesday. ee 1000 1100 1200 1300 1400 1430 1500 1600 1700 1800 ee me a ru ne ee et ce gr FLEXITIME PERIODS Pe FS a ee Me ee ED OO ms Oe 3 1/2 hours FLEXIBLE TIME 1 1/2 hours CORE ‘TIME 2 hours FLEXIBLE TIME 1 1/2 hours CORE TIME 3 1/2 hours FLEXIBLE TIME — a ye ee CORE TIME - The hours during which all employees must be present or be charged with leave. FLEXITIME TIME - The hours during which employees may plan their time of arrival to and departure from the office. 6-4
NISCINST 3120.1A 2 May 1985 604. OVERTIME AND COMPENSATORY TIME a. Basic Policies (1) Increased overtime costs and the lack of compensatory time use in lieu of overtime is a continuing problem. No person except the Commanding Officer or the Executive Officer will direct or approve overtime work which will result in overtime pay and compensatory time. Requests for authorization for overtime shall be limited to the following cases; (a) Urgent fleet readiness (b) Emergencies (c) Safeguarding life ani property (a) Instances where savings can be clearly demonstrated. (2) In application of overtime standards, employees of NISC regardless of assignment, shall be treated equally and fairly. (3) Authorization of overtime work shall be in writing in advance of the performance of the work, except when the situation prevents prior approval, in which instance written approval will be accomplished not later than the first working day after the overtime work. (4) Overtime work means work in excess of 8 hours in a day or in excess of 40 hours in an administrative work week that is officially ordered Or approved and is performed by an employee. (5) Overtime pay is paid at the hourly rate of one and one-half times the employee's hourly rate of basic pay. Employees whose rate of basic pay exceeds the minimum rate of GS-10 will receive overtime at the hourly rate of One and one-half times the hourly rate of basic pay at the minimum rate for GS-10. Under no condition will the aggregrate rate of pay for any pay period exceed the maximum rate authorized for a GS-15. (6) Compensatory time is time off from an employee's scheduled tour of duty instead of payment of overtime pay. It is accured at a rate equal to the amount of time spent in overtime work. (7) SES employees are excluded from payment of overtime or crediting of compensatory time. (8) Employees whose basic rate of pay is more than the maximum rate of pay of GS-10 should be credited with compensatory time in lieu of overtime pay. Exceptions will require approval by the Conmanding Officer and must be in the best interest of the Command. (9) Wage grade employees will be paid overtime. All other personnel whose basic rate of pay is less than the maximum rate of pay of GS-10 have the option of choosing overtime pay Or compensatory time. 6-5
Pa NISCINST 3120.1A 15 NOY 1985 (2) Compensation for extensive or unusual working hours. (3) Compensation for duty at any activity for which normal liberty is inadequate due to the isolated location. (4) A traffic safety consideration for long weekends or avoidance of peak traffic periods. k. A 96-hour liberty shall include two consecutive non-working days and shall not under any circumstances extend beyond 96 hours. FQ THeAtM / VUE TRS a. The authority to approve requests for routine leave is vested in line mangement and may be delegated Only to persons in the normal line supevision. The granting of leave is a matter of administrative discretion to be determined by the employee's supervisor. In determining whether or not requests for leave shall be approved, supervisors should consider workload, the employee's work history and leave record and the amount of leave necessary to be taken to avoid forfeiture. Further, an employee may be required to take annual leave under conditions set forth in CMMI 630. b. The procedures as outlined below shall apply to all types of leave (i.e., annual leave, sick leave, voting leave, etc.). (1} The employee shall request leave by submitting an Application for leave, SF-71, to his immediate Supervisor for approval. Following approval, the timekeeper shall recora the leave ou the Time and Attendance Card. (2) Supervisors who approve emergency leave on the basis of requests by telephone, telegraph or mail, prior to the employee's return, will be responsible for reporting such leave to the timekeeper for recording. In those instances where the supervisor withholds approval disapproval of emergency leave until the employee returns to duty, the supervisor will keep the timekeeper informed of the employee's status. (3) In cases of minor emergencies, employees must notify their immediate supervisors one hour after the beginning of the workday as to leave status. In cases of a major emergency, such as serious accident or death of a family member, due consideration will be given by supervisors in enforcing these reporting requirements. Mere unforeseen circumstances, such as minor accidents, Ordinary illness of the employee or members of his family, etc., do not, in any case justify failure to notify their immediate supervisor. Whatever the circumstances there is no remission of the requirement that the Supervisor must be notified. The fact that an employee notifies someone other than the supervisor, i.e., timekeeper, duty officer, etc., that emergency (or sick) leave is required, does not in itself, constitute approve of such leave. Employees will keep their supervisors apprised of the estimated duration of their leave requirement. Failure to give such notice may result in disapproval and a charge to unauthorized absence. If the circumstances warrant, annual leave or leave without pay may be granted. 6-12
NISCINST 3120.1A io fey 1985 (4) No medical certificate is required for sick leave of three days er less. However, in imdividual cases, if there is reason to believe an employee might be abusing sick leave privileges, a medical certificate may be required to support an application for sick leave involving three working days or less. Periods in excess of three working days will normally be supported by a medical certificate to be filled within 15 days after return to duty. Under unusual circumstances, in lieu of a medical certificate, a personal certificate may be approved by the employee's supervisor. If an employee fails to file a medical or a personal certificate within the prescribed time limit, the period of absence may be approved as annual leave, if accured, or as leave without pay. The supervisor may also, at his discretion, withdraw prior approval of leave if the requested documentation is not provided by the employee, or such documentation is not considered satisfactory, and retroactively charge the period of absence to absence without leave. c. Department heads are responsible for the uniform application of policy and procedures concerning leave for civilian employees, and for assuring that the administration of leave within their departments complies with this instruction and CMMI 630. d. Supervisors are responsible for granting leave to civilian employees in accordance with policies and procedures outlined in this article and CMMI 630. e. Employees will advise their immediate supervisors far enough in advance of their annual leave plans in order that supervisors may plan leave schedules. Employees are encourage to plan their leave in increments throughout the year so that approval of leave requests will not be limited by quotas. Reference: CMMI 630 FPM ltr 630.22 of 11 Jan 74 609. LOCAL TRAVEL a. These instructions apply to both military and civilian employees assigned to the Naval Intelligence Support Center who perform reimbursable travel in the Washington, D.C. area. Local travel is defined as: (1) Military - the round trip distance is less than 100 miles. (2) Civilian - the total time of the trip is less than 10 hours. b. Department heads will coordinate and authorize local travel and preparation of reimbursement claims for personnel assigned to their respective departments. Each department head will signify his approval by initialing alongside claimant's signature. Each department head has the responsibility to hold expenses down and investigate the nonavailability of official transportation. c. The department head will certify that the local claim for reimbursement is correct and proper for payment and approved as advantageous to the Government. In order +o verify a local travel claim is advantageous to 6-13
NISCINST 3120.1A 15 NU 1359 k. The department/staff head will sign block 8 indicating approval as advantegeous to the Government and enter the date and amount for which approved. The amount will be as shown in the "Grand Total" block of the form, unless he disallows certain expenses or there is an error in computation, in which case he will correct the error and indicate his reason for disallowing specific expenses. 1. The SF-1164 is forwarded by the department to NISC-OSP2 for cert.ification and proper accounting classification data. The claim will then be forwarded to the Navy Regional Finance Center (Crystal City) for payment. ~ Gterdard Mabia of form) Distances from NISC: Place One-Way Distance (miles) EAace ae tance (mites) AmMrews BEB eee cece cece ccc cccc cca nccccssscccccessscssccccece 3 AnMApOlis, Maryland... sec ccc ecs cee cc cece csccecececcce see 40 Arlington Hall Station. csecescccccccccccccccseccscecccecceel Beltsville, Maryland. ce eee c cece cece cece cece cee esscssccees D5 Central Intelligence Agency (CIA). cece ccc s cece cccencccvcee22 Chesapeake BEACN. . cece acc ccccncccnccccccscccucceceuuc 0000 0 34 Civil Service COMMISSION. cece eee cccacccerccveccscscccccceee © Crystal Plaza. .cee ccc cc cccccccccceccccccee orca eeeees oe eees 13 DIAC. cece ere cesseccccrcnceseeencccccecsscvceceeeeces eves 5 Fort Meade, Marylami...... ae 7.1 Germantown, MALYLANG.. cece eee cece ccc ce scree cece cecesceecs 48 Naval Station. ceccsccecccccccsccescccccccsceveecsvcnevcence 5 Navy YALGe ccc cae sccccccecccccccvccusescenccccueveccccucces 5 Naval Photographic Center (NPC). cee cc ccsecccccnccccsececee 5 Navy Research Lab (NRL). ccc ccccccccacccccccccccccvccewceeel? Mh Te (o) rc es eves +12 Rockville, MArYlANd... eee c cece cece cence ccccccecccceceeeedS Rosslyn Circle, VULGINIA. cece eee cece cece cece caccscceccese]3 Springfield, Virginia... ccc cccccccccccccccccccccceeecccee 24 Washington Nat ional 1S 9 0) an References: Joint Travel Regulations Navy Travel Instructions NAVINTCOMINST 7240.1 series 610. GOVERNMENT VEHICLE TRANSPORTATION a. The following procedures will be followed regarding transportation services within this command: (1) Use of Government Vehicles (a) The Transportation Office provides limited passenger service to all NISC personnel throughout the Greater Washington Metropolitan Area. Also, NISC has a limited number or U-Drive vehicles which are available for 6-16
NISCINST 3120.14 15 Noy 185 use provided the operator has a current state am government drivers license. Applications for a government drivers license may be obtained from the NISC Transportation Office. (2) Requests for Transportation (a) Requests for transportation will be submitted to the NISC Mobile Vehicle Dispatcher on Form 2856. Requests will be signed by the department or division head amd will include the requestor's telephone number. If government transportation is not available the dispatcher will provide the requests with a line number for non-availabi lity of government transportation for use when filing local transportation settlement claims. (b) Requests for transportation for chauffeur driven and/or U-Drive vehicles will be submitted 24 hours in advance to facilitate planning. Requests for special means of transportation such as trucks or buses, must be submitted two weeks in advance. Short-—notice requests for transportation will be accepted only if drivers/vehicles are available. (c) The transportation foreman and/or dispatcher will coordinate all requests for transportation. (d) Requestor will notify the dispatcher of cancellation or changes to the request. Transportation will not be reserved for more than 15 minutes beyond requested time. (e) Unless a definite pick-up time can be given, pick-up will be upon telephone notification. b. The following regulations and procedures will be used in the operat ion of government controlled and leased vehicles. (1) Utilization of Vehicles (a) The use of all Navy-owned and controlled motor vehicles shall be restricted to official purposes only. The term "official purposes" means travel mist be performed by a person in official capacity. This precludes the use of government vehicles for personal use. The purpose of the trip must be related to the performance of official duties or in connections with activities conducted under official authorization. (b) The use of official vehicles for private purposes of any type is specifically prohibited by law. (c) The utilization of a government vehicle is with the understanding that the operator is personally responsible for the payment of fines or fees resulting from any traffic violations occurring while operating the vehicle. (d) All material to be transported will be clearly marked with the address of the recipient, to include directions if needed, any special handling instructions, and the name, phone number, room number and building number of the recipient. 6-17
NISCINST 3120.1A a er ra) ra : i. 1955 , (e) Official vehicles will not be utilized for trips to or from local transportation terminals for personnel on travel orders except in an emergency or when official visitors have béen invited to participate in DoD activities at their own expense. Official vehicles will not be used for trips to hotels, clubs, restaurants, other places of public entertainment or residences unless such trips can be unquestionably justified as necessary for official business. (f£) Command vehicle operators are not allowed to wait more than 5 minutes to pick-up passengers, nor more than 15 minutes at their destination unless “remain with" authorization has been issued by the dispatcher. Pave elie Comer ar gon Ota ae UPEI SLAG (a) No person shall operate an official government vehicle without having in his possession a valid state drivers license and a valid government drivers license. (b) No person shall operate a government vehicle while intoxicated or under the influence of controlled substances. (c) The number displayed on the side of the vehicle serves as the vehicle registration number. (d) All vehicle operators will be familiar with and observe all traffic regulations in the Maryland, Virginia and Washington Metropolitan area, always driving in a safe, cautious manrer. (e) Physical or mechanical discrepancies affecting the safe operation of the vehicle will be noted ani appended to the clipboard of the vehicle. (£) No food or drink will be opened or consumed in the vehicle and all trash will be removed from the vehicle at the completion of utilization. (3) Accident Reports: The operator of a government owned or private vehicle being operated by a government employee on official business involved in a motor vehicle accident will ensure that the following instructions are strictly adhered to: (a) Stop immediately; determine whether any personal injuries occurred, and, if so, help the injured secure prompt medical care; request ambulance services if needed. (b) Call local police; notify GSA or reservation police if accident occurred on government property. (c) Do not move any vehicle involved; however, to prevent additional accidents, place flares, flags or station someone well in back of the accident to warn oncoming vehicles; at this time, clear the roadway of any debris, especially glass and sharp metal, if possible. 6-18
NISCINST 3120.14 fe Wuv 1985 (a) Do not make or give any statements or express an opinion regarding the accident. (e) Notify your supervisor or the dispatcher by the most. rapid means available, preferably by celephone, so that an investigation can be made while all the witnesses am other evidence are readily available. Use the emergency phone numbers maintained on a list in the glove compartment of each vehicle. (£) Furnish to any person directly involved in the accident a completed Accident Identification Card. Blank forms are maintained in each vehicle. (g) Obtain the names, business and home addresses and phone numbers of all vehicle operators involved in the accident. Further, record their drivers license numbers, car registration numbers, ami names amd addresses of insurance companies. (h) Obtain the names, business and local addresses amd phone numbers of all witnesses. Record names, rank, and badge numbers of all traffic or police officials at the scene. Ensure correct spelling is used in all information. (i) Fill out SF-91 (Operator's Report of Motor Vehicle Accident) at the scene. Copies of this form are kept in the glove compartment of all government motor vehicles. (3) Ensure all material being transported at the time of the accident is safeguarded at all times by appropriately cleared personnel. (k) Neither admit any responsibility nor sign any statements. References: OPNAVINST 11240.8F OPNAVINST 11240.15 OPNAVINST 11240.16A DoDINST 4500.36R NAVFAC P-300 611. TEMPORARY ADDITIONAL DUTY (TEMADD) a. Temporary additional duty orders are orders which assign a person to temporary duty in addition to his present duties and which direct him upon completion of this temporary additional duty, to resume his regular duty or temporary duty. When travel is involved, one journey away fram the individual's duty station to one or more places and a return journey to the duty station are directed in the orders. Except when specifically directed by the Chief of Naval Personnel, TEMADD orders automatically expire when the individual returns to his duty station, unless such return is incident to necessary change of plane or train enroute to the next TEMADD station amd no unnecessary delay is taken in making such a change, or unless the individual returns for personal reasons. Authority to authorize "revisit permanent duty stations" is not delegated. Personnel on TEMADD remain attached to the station from which they initially proceeded on temporary additional duty. 6-19
NISCINST 3120.1A 25 NOV 1985 b. Travel status is necessary to effect entitlement to per diem. Travel status is not considered affected when TEMADD is within the metropolitan area limits of the duty station by virtue of the TEMADD. Travel within the limits of the duty station is not considered within the purview of this article; however, if otherwise authorized, such travel should be reimbursed in accordance with Chapter 4, Part K of the Joint Travel Regulations and article 640 of this manual. c. Issuing and funding of TEMADD orders shall be under the control of the . Head, Office of Support Programs (NISC-OSP). an A Pewenr th ADACAINTN Cl ool VV We ro i i ry ‘ eccnsiing TEMAPM travel. ae Sach ceqees fue levees aie. on oagme! wy cle dGivision/branch read of the person(s) concerned, as well as the department head or someone designated to sign for him. All TEMADD requests must be submitted to NISC-OSP2 10 working days prior to the anticipated date of departure. To ensure proper handling, they should be hand carried to the Travel Clerk for administrative approval. e. Emergency requests should be designated as such amd are handled in the same manner as outlined above. Unfunded emergency trips must be accompanied by written justification citing directing authority. f. TEMADD Travel Requests requiring COMNAVINTCOM approval are to be handled similarly to the procedures outlined above except the unprogrammed requests must be submitted 15 working days prior to the date of departure with a written justification attached. g. When the travel order, advarce authorization form, transportation requests (TR's), tickets and/or proper documentation have been prepared by the travel clerk, he will advise the requestor that the "travel package" is ready to be picked up. h. The traveler is responsible for arranging airline, rental car, lodging reservations. Airline reservations should be obtained from the travel office at the Navy Yard for travel in CONUS and PSD Anacostia for travel outside CONUS. If traveling to a military installation BOQ or BEQ reservations are required. Telephone numbers are available in the travel office. If BOQ/BEQ is not available then a five digit non-availability number should be obtained ard annotated on the travel request. i. The Comptroller of the Navy directs that "Commanding Officers of civilian ani military travelers will request collection of travel advanced by deduction from the traveler's pay when they fail to file a claim within 5 calendar days following their return...." In addition, if a traveler's advance is determined to be larger than the entitlements earned, he is required to remit the excess advance within 20 days. j- Requests for Travel Clearances: (1) Visits to a specific command, or an individual on official travel in an area, though a specific command is not being visited, require prior clearances. The classification of the visit will dictate the classification 6-20
NISCINST 3120.14 of the area clearance request. NOTE: Area clearance messages will not used to schedule visits. The visit should have been arranged by separate cor respomence. ; (2) Personnel on official travel to areas requiring clearance unijer the guidelines set forth in OPNAVINST 4650.11 series are responsible for requesting their clearance. Additionally, all area clearance messages will be released by NISC-Ol after a chop from NISC-OSP2. k. Obtaining Passsports: (1) Official no-fee (red) passports may be obtained for travelers under official orders to an overseas location. Applications may be obtained from NISC-OSP2. (2) Regular fee (blue) tourist passports: (a) Personnel traveling under official orders to or from high threat area or high risk airports by commercial air are authorized to obtain and use the regular fee (blue) tourist passports for security reasons. Appropriate visas must be obtained. Reimbursement for costs of passports amd visas obtained under these conditions is authorized. Contact NISC-OSP2 for updated information on designated areas. (b) Some countries have strict rules as to the type of passport or visa required for entry. Restrictions on the use of regular fee (blue) tourist passports must be determined prior to commencement of travel. (c) Reimbursement for regular fee (blue) tourist passports for personal travel is not authorized. (d) When traveling to a high treat area or high risk airport contact NISC-CSO for a security briefing. 611.1 VISITS TO NISC NAVAL RESERVE UNITS a. The Naval Reserve Intelligence Program (NRIP) is essential to NISC intelligence production. The core of the Reserve support is provided by the fifteen NISC Reserve Units throughout the United States which have an allowance of 341 billets (228 officers ani 113 enlisted). These units are engaged in approximately 59 Mobilization Readiness Projects (MRP) in support of NISC. Supplementing the efforts of the NISC Reserve Units are an additional 20 non-NISC Reserve Units which provide support on twenty Reserve Intelligence Support Projects (RISP). b. Coordination between NISC and our units is achieved principally through ACDUTRA here by unit members and by visits of NISC personnel to the units. Budgetary considerations will normally preclude visits solely for the purpose of liaison and coordination. c. Despite budgetary constraints, it is desirable that each of the fifteen NISC Reserve Units be visited at least once (but generally not more than twice annually) by senior NISC personnel (LCDR and above or GS-13 amd above) in conjunction with required travel they are performing on regular NISC '. 6-21
NISCINST 3120.14 business. In executing their primary travel duty, required additional travel and per diem expenses may be authorized to permit diversions in travel up to serveral hundred miles and extensions up to several days so that NISC personnel can visit NISC Reserve Units during their drill weekend. dad. To coordinate visits to NISC Reserve Units by NISC personnel, all travel requests for officers in the grade of LCDR and above and civilian employees GS-13 and above will be submitted via the NISC Reserve Program Coordinator (NISC-0004). The Reserve Program Coordinator will chop the requests to determine the availability of a unit during the period of travel and note the estimated additional cost for the conduct of a visit to the unit. qo) nr Ant NG WATS FRY A plan of the day will be published daily by the Executive Officer or his authorized representative ani will constitute a medium for the promulgation of such orders and directives as the Executive Officer may issue. a. The plan of the day will be posted on all department, division and branch bulletin boards. b. All persons will read the plan of the day each Gay, amd are responsible for obeying applicable orders contained therein. c. All persons are encouraged to submit proposed entries for the plan of the day to NISC-OSP2 no later than 0800 on the day preceding desired publication. , G12 BULLETIN OOAPDS Camw © vetted he alike GF * ted AE Official military am civilian bulletin boards are located in the lobby on the lst and 2nd floor of NISC building (NIC-II). NISC-OSP and OSP2 shall be responsible for the complete and timely posting of all appropriate materials on these bulletin boards. No other person shail authorize or post materials on these official bulletin boards. It is the responsibility of each person to review the bulletin board and keep himself abreast of the latest official information. Departments ani divisions are encouraged to maintain orderly individual bulletin boards to assist in keeping their personnel informed. 614. SMOKING IN NISC a. ‘The GSA has set forth guidelines to be followed by agency heads in providing a working environment reasonably free of air pollutants. These guidelines are not directive in natur but recognize the rights of smokers and non-smokers alike. Additionally, quality control standards in certain work areas dictate a no-smoking policy. b. Courtesy ani common sense should enter into the efforts to make the work environment. at NISC as comfortable as possible. On the one hand, smokers should recognize the right of individuals working or visiting at NISC to an environment which is reasonably free of contaminants. On the other hand, non-smokers should also recognize the right of individuals to smoke at NISC, providing this does not endanger life or property, cause discomfort or unreasonable annoyance to non-smokers, or otherwise infringe upon their rights. 6-22
NISCINST 3120.14 Ne a wate ~ 3 g- Provide assistance to DIA on world-wide naval order of battle an ship functional typing. h. Provide analysis of foreign R&D facilities, organizations and technical programs including projection of future capabilities. i. Produce detailed drawings on all worldwide surface platforms to support DIA tasking for Ships Characteristics Handbooks, Weapon System studies, and other collateral responsibilities throughout the command. j+ Provide data and representatives to foreign intelligence symposia. k. Provide briefings, studies and point papers to the DOD and naval establishment. 1. Provide data to members of Congress and the Congressional staff and other higher authorities. m. Provide technical design attributes of foreign warships to the U.S. Naval Material laboratories, military contractors and U.S. weapons development community. 207.3 AIR SYSTEMS DIVISION (NISC-35) The Air Systems Division, in the general area of aeronautical weapons system platforms, is responsible for the preparation of collection requirements, development of collection methodology of a scientific and technical nature, analysis and evaluation of material collected, processing of raw material into finished intelligence; preparation for presentations am publications; providing scientific and technical support to DOD and naval comands and agencies, laboratories, and technical ami scientific activites concerned with foreign aircraft developments and U.S. countermeasure requirements; advising these agencies ami activities of intelligence information impinging on domestic research and development programs, exchanging information with technical activities of other services am agencies within and fran without the intelligence community; and, providing representation for the Naval Intelligence commami on appropriate inter-agency committees. In this regard, the Division will: a- Integrate Soviet naval airborne weapons systems studies covering both fixed and rotary wing aircraft. b. Integrate technical guidance relative to collection ami material exploitation matters concerning Soviet air weapons systems. c. Integrate pertinent HUMINT, PHOPINT, and SIGINT in order to make Soviet naval aircraft technical assessments and to contribute to specific as well as overall threat assessments. d. Integrate assessments concerning naval associated aeronautical RDT&E including airfields, production facilities, operating bases and test ranges. 2-23
NISCINST 3120.1A trot of 4985 e- Act as a focal point for all scientific am technical intelligence Studies addressing Soviet naval fixed amd rotary wing aircraft weapon systems, amd aircraft associated hardware. f. Act as a focal point for scientific and technical relationships with the U.S. aircraft community and the establishment of liaison and participation in committees and activities as directed by higher authority. g- Act as a focal point for DNI and NISC representation on designated DOD, national and international committees addressing airborne weapons systems performance, characteristics and application. h. Participate in Soviet naval airborne weapons systems projections. i. Participate in current intelligence reporting such as Weekly Wires, NAVSTIR articles, NITAs, etc. j- Participate in POM and other management activities directly impinging upon the division's capability or requiring assessments pertinent to the Overall assessment of the integrated air weapon system. k. Participate in National Tasking Plan affecting NISC. 1. Participate in National Intelligence Estimates and force projections. m. Participate in supporting NAVAIRSYSCOM Foreign Air Technical Assessment Group (FATAG) with periodic briefings. 208. NAVAL WEAPONS TECHNOLOGY DEPARTMENT (NISC-40) The Naval Weapons Technology Department is established to analyze and produce scientific and technical intelligence on foreign naval weapons and weapons technology trends. To accomplish this, the Department will: a. Accomplish detailed scientific and technical intelligence research and analysis of foreign naval weapons and foreign weapons technology trends. b. Maintain data base on foreign naval weapons and weapon technology trends including ROT&E ani production facilities, launch interfaces, and personalities. ¢. Provide technical direction for exploitation of foreign naval weapons. d. Serve as focal point for all intelligence analysis and production related to the technical characteristics ani performance parameters of current and projected foreign naval weapons. e. Serve as focal point for development of threat assessments and threat projections with regard to foreign naval weapons and weapon technologies. f. Provide intelligence support to naval laboratories, weapons developers, naval warfare planners, and the Operating forces of the U.S. Navy. 2~24
NISCINST 3120.1A 15 NOV 1955 g- Provide the technical management for all external assistance addressing the scientific and techncial analysis of foreign naval weapons. h. Prepare reports, studies, handbooks, briefings, threat assessments, estimates, and forecasts, and other forms of intelligence production setting forth the results of completed scientific and technical analysis. i. Provide collection requirements, priorities, guidance, and technical advice for collection activities with regard to foreign naval weapons and weapon technologies. j- Provide the Navy member or alternate member to appropriate Weapon ami Space Systems Intelligence Committee (WSSIC), subcommittees, and working groups and members to other inter~agency committees, subcommittees, and working groups as required. k. Maintain liaison with other U.S. and appropriate friendly foreign scientific and technical intelligence organizations on topics related to naval weapons amd weapon technologies. 1. Maintain continuous liaison with the R&D community (government, industry and academic) to keep abreast of scientific and technical advances in the field of naval weapons. m. Accomplish personnel management and establish training programs in order to promote career development of employees. n. Provide support in mission areas to NISC departments and staff elements as required. 208.1 PRODUCTION COORDINATION DIVISION (NISC 40P) The production Coordination Division is tasked, under the Head, Naval Weapons Technology Department, with: a. Functioning as departmental central point of contact for project control amd is responsible for receipt, screening, divisional assignment, and monitoring status of projects. b. Coordination of annual departmental scientific and technical intelligence publication production. Included in this function is receipt and dissemination of annual production tasks; establishment of production schedules and milestones thereto; monitoring of production progress throughout the production process. c. Accomplishing departmental liaison between the various divisions and other NISC departments when coordinated efforts are required in production or tasking. d. Processing all incoming tasking correspondence for control and routing to cognizant departmental personnel. e. Establishing manhour estimates for each production task am record manhour expenditures on each production item. 2-25
NISCINST 3120.1A Bo oy 1985 £. Developing options and preparing correspomjence with regard to problems anticipated or encountered in timely completion of taskings. 208.2 SENIOR STAFF ENGINEER (NISC-40T) a. Plannning, coordinating and guiding the use of multidiscipline engineering techniques and resources within the Naval Weapons Technology Department. b. Recommending eny.neering personnel and equipment needs for use in satisfying departmental responsibilities concerning all foreign naval weapons. c. Serving as the technical authority on all mtters relating engineering to all source intelligence collection, analysis, and production. d. Serving as a technical advisor to senior level department engineers who cover a broad range of disciplines including electrical, mechanical, chemical, aerospace, ami aeronautical engineering. e. Acting as the deparment point of contact on issues dealing with foreign technology transfers. f. Directing and planning for present ani future engineering capabilities of the department. g- Ensuring all technical products prepared by or contracted for the department are of the highest professional scientific and technical standards. h. Providing motivation and example and ensuring the highest level of proficiency and professional advancement for department engineers. i. Reviewing extensive external contracts in the development of technical weapons data to prevent unnecessary duplication and to assess the quality of technical expertise. j- Manage departmental personnel training programs. Serve as NISC-40 representative to all command-level training program committees and advisory Panels. k. Manage departmental budgetary functions including preparation of POM inputs and development of S-year plan. Develop and manage departmental travel budget. Administer departmental overtime/compensatory time usable by initiating all requests, maintaining overtime records, and monitor current status of overtime authorizations. 208.3 BALLISTIC MISSILE SYSTEMS DIVISION (NISC~41) The Ballistic Missile Systems Division is tasked with producing and disseminating scientific and technical intelligence, evaluating technological trends, and estimating current and future capabilities ami limitations of foreign naval ballistic missile systems. To accomplish this, the Division will: 2-26
NISCINST 3120.1A a- Perform detailed research and scientific ani technical analysis of foreign naval ballistic missile systems to ascertain performance parameters and underlying technologies. b. Perform engineering analysis of sensor data including radar, infrared (IR), multipath, telemetry, photography, radar cross section and IR time intensity profiles, to derive complete missile subsystem descriptions. c. Prepare reports, studies, handbooks, briefings, threat assessments and other products representing the results of completed analytical work. d. Estimate key ballistic missile weapon system capabilities including missile physical characteristics, throw weight, payload configuration, maximum range, accuracy, reliability and initial operating capability. e- Perform engineering analysis of the SLBM subsystems, such as launch vehicles, propulsion systems, guidance and control, and payloads to determine current technologies and capabilities of each. f. Evaluate trends in foreign ballistic missile technology through analysis of relevant missile and space research and developments. g- Make projections of future foreign ballistic missile weapon system developments based on indicators available from knowledge of current developments, test facilities, missile production plants, propulsion test facilities, logistics facilities, subsystem pop-up test facilities, and candidate at-sea launch platforms. h. Monitor all-source, current intelligence for related test events amd maintain event files and statistical records of events affecting assessments of foreign ballistic missile systems. i. Monitor the status, growth and development of foreign naval ballistic missile test ranges. j- Review, evaluate and mintain a data base on all technical intelligence products related to foreign ballistic missile systems produced with NISC or other intelligence organizations. k. Maintain data base on technology developments related to U.S. and foreign naval ballistic missile systems. 1. Provide collection requirements, priorities ami technical guidance. m. Provide intelligence support to naval warfare planners, weapon systems . and designers, the operating forces, national defense planners, strategic arms negotiators, and other government agencies. n. Provide technical direction and engineering support to foreign missile exploitation programs. O. Provide the Navy member and/or alternate member to the Ballistic Missile Systems Subcommittee (BMSS) of the Weapon and Space Systems Intelligence Committee (WSSIC) and participate in other international or inter-agency committees, sub-committees, and working groups as directed. 2-27
NISCINST 3120.1A 15 NOV 198 P- Monitor external assistance contracts performing systems ani sub-systems analysis of foreign naval ballistic missiles. 208.4 AERODYNAMIC WEAPON SYSTEMS DIVISION (NISC-42) The Aerodynamic Weapon Systems Division is established to produce and disseminate scientific am technical intelligence, evaluate technological trends, and estimate current and future capabilities and limitations of foreign naval-related aerodynamic weapon sytems. In this regard, the Division will: a. Perform detailed research and scientific ami technical analysis of foreign naval~related aerodynamic weapon systems, determining performance parameters and underlying technology. b. Determine total weapon systems Characteristics, capabilities, ard limitations which impact on weapon effectiveness andj system performance. c. Provide a central point of aerodynamic weapon system expertise for missile seekers, aerodynamics, Propulsion, warheads, fuzing, and for all electronic subsystems within the command. d. Perform engineering analysis of sensor data to provide complete weapons systems and subsystems descriptions, including airframe, propulsion, warhead, guidance and control. The guidance and control includes seekers, command receivers, altimeters, autopilot, correlators, beacons, and signal processing. e. Assess all-source intelligence inputs from Support departments for integration in aerodynamic missile system analysis. f. Monitor external assistance contracts let to perform analysis of foreign aerodynamic weapon systems. g- Prepare reports, studies, handbooks, briefings, threat assessnents, and other special purpose products setting forth the results of completed analytical work. h. Provide collection requirements, priorities, and technical guidance. i. Provide intelligence support to naval warfare Planners, weapon systems designers, countermeasures program developers, the operating forces, and other government agencies. }+ Provide the Navy member or alternate member to the appropriate subcommittees and working groups of the Weapon and Space Systems Intelligence Commi ttee (WSSIC) ami members to other international or inter-agency committees, subcommittees, and working groups, as required. ke Maintain liaison with other U.S. ami appropriate fiendly foreign scientific and technical intelligence organizations to ensure exchange of intelligence data on international weapons developments, exchanges and trade agreements. 2-28
NISCINST 3120.1A 7 NUY I9Be 1. Provide technical direction for exploitation of aerodynamic weapon related foreign material. m. Maintain liaison with the R&D community (government, industry and academic) to keep informed of new technical advances. n. Maintain a data base on all technological developments related to aerodynamic weapon systems and weapon flight tests. ©. Monitor all-source current intelligence for related events and maintain event files and statistical records of events impacting on the assessment of foreign aerodynamic weapon system capabilities and deployments. Pp. Coordinate and consolidate technical intelligence products from other NISC departments and government intelligence agencies related to aerodynamic weapon systems developments. q. Project improved and future systems in terms of indicators available fram development, production and test facilities, plants, logistics facilities and candidate at-sea or naval-related launch platforms. r. Monitor the status, growth and development of foreign naval weapons test ranges. s. Develop techniques to aid in forecasting new weapons development, launch event prediction, and trends in technologies and capabilities of foreign naval-related weapon systems. t. Provide projection of future aerodynamic missiles, their subsystems and the technology employed. 208.5. CONVENTIONAL WEAPON SYSTEMS DIVISION (NISC~43) The Conventional Weapon Systems Division is established to produce and disseminate scientific and technical intelligence; evaluate technological trends; and estimat and project the threat with regard to non-missile, naval weapons systems. In this regard, the Division will: a. Perform detailed research and scientific and technical analysis of conventional weapon systems and CBR warfare techniques. b. Collect and maintain data base relating to RDT&E of Directed Energy Weapons (DEW) and related technologies; perform detailed research and scientific/technical analysis of foreign DEW systems. c. Prepare reports, studies, handbooks, briefings, threat assessments and other products setting forth the results of completed analytical work. dad. Provide technical direction for exploitation of foreign material. e. Provide the department's contract monitor for external assistance efforts. 2-29
NISCINST 3120.1A « v NOV 1985 f. Provide intelligence support to naval warfare planners, weapon systen designers, the operating forces and other government agencies. ge Maintain liaison with cther United States and appropriate friendly foreign scientific and technical intelligence organizations to facilitate knowledge of intelligence holdings of other agencies on internal sales, exchanges and trade agreements. h. Provide representatives to i..:crnational or inter-agency committees, subcomittes and working groups as require J. i. Maintain liaison with the R&D community (government, industry and academic) to keep abreast of new technological advances. j. Provide collection requirements, priorities and technical guidance. k. Monitor all-source current intelligence for foreign ordnance related test events and maintains event files and statistical records. 1. Project improved and future systems in terms of indicators available from production development and test facilities, plants, logistics facilities and candidate at~sea launch platforms. m. Monitor the status, growth and development of foreign naval weapon test ranges and centers. n. Develop techniques to aid in forecasting new weapons development and trends analyses. ©. Monitor data base. 209. ELECTROMAGNETIC SYSTEMS DEPARTMENT (NISC-50) The Electromagnetic Systems Department is tasked with implementation of the responsibility of NISC with respect to the production of scientific and technical intelligence on foreign electromagnetic systems. In this regard, the Department will: a. Carry out the command responsibilities for the production of scientific and technical intelligence on foreign electromagnetic communications, command anc control systems, ocean surveillance systems, electronic warfare systems, radar, data links, electro-optic systems and technical intelligence nuclear intelligence. In executing this function, the Electromagnetic Systems Department analyzes intelligence data as required (except imagery and coordinates with other NISC departments and external entities as necessary. b. Carry out the canmmand responsibility for analysis of missile and space system telemetry, missile associated ELINT (including seeker, guidance and control signals/systems), and ELINT not necessarily associated with missile systems, (i.e., radars, jamers, etc.). The Electromagnetic Systems Department is responsible for establishing and maintaining analysis equipment capabilities as required. 2-30
NISCINST 3120.14 T fe aye Cue fess c. Carry out the command responsibility for in-depth analysis of NUCINT data, and is responsible for establishing and maintaining processing ani analysis equipment capabilities as required. d. Update and mintain an automated Electronic Characteristics Data Base. e. Determine intelligence gaps and prepare collection requirements and priorities for electromagnetic systems; monitor collection activities: and provide guidance and technical back-up for intelligence collection activities. £. Maintain close liaison with the U.S. Navy R&D community in order to provide intelligence information and to monitor technological advances in electromagnetic systems. g- Carry out personnel management and training programs in arder to promote career development of employees. h. Provide support in mission area to NISC department and staff elements as required. i. Provide support to national level committees and working groups. j+ Develop and maintain data base on selected GREY electronic systems. 209.1 PRODUCTION/ADMINISTRATION STAFF (NISC-5QA) The Procuction/Administration Staff is tasked with implementing the responsibiiities of the Electromagnetic Systems Department in the management of scientific and technical intelligence production and providing administrative support to the department. In this regard, the Staff will: a- Assume responsibility for tasking and project control. b. Coordinate the production of all publications under the department's cognizance. c. Assume responsibility for the administrative functions of the department. d. Coordinate requirements, determinations for, and appropriate placement of Naval Reservists within divisions of the department. e. Provide general administrative support to all elements of the department in such areas as mail, files, distribution and control of correspondence, supplies, and space utilization. 209.2 ELECTRONICS DIVISION (NISC-51) The Electronics Division is tasked with implementation of the responsibilities of the command for the production of technical intelligence on foreign military electromagnetic sensor systems and equipment in accordance with DIA directives and with satisfying national tasking and U.S. Navy requirements; to act as principal advisor to NISC amd Naval Intelligence command in matters concerning foreign naval electronics and electro-optics: 2-31
NISCINST 3120.1A th fdv 1985 and to manage or aiminister specific programs as directed by higher authority. In this regard, the Division will: a. Serve as technical advisor to NISC and the U.S. Navy on all aspects of foreign electronic and electro-optic sensor systems and equipment of naval interest, and represent the command and/or the DNI on interagency working groups and committees. b. Act as the Naval Intelligence Commard point of contact for electronic and electro-optic sensor and equipment related matters and for all current and projected scientific and technical intelligence estimates relating to foreign naval related electronics and the threat they may pose to present or future naval operations. c- Perform in-depth research, study and analysis of all-source intelligence data and materials concerning foreign electromagnetic systems (such as reconnaissance (radar), ESM, ECM, ECCM, IFF, data links, computers, battle management system, electro-optical, missile components and computers); prepare detailed studies, handbooks, reports, briefings, estimates and forecasts, and any other format requirei to disseminate analytical findings in accordance with DIA or departmental directives. d. Perform detailed analysis of foreign missile associated and other assigned ELINT data in accordance with the Sharing Analysis Effort (SAE) executed by NISC, DIA and the National Security Agency (NSA). e. Perform in-depth analysis on ELINT and telemetry data collected by naval collection resources and provide appropriate and timely feedback to these collectors. £. Perform in-depth analysis of foreign naval missile electronics under DIA tasking and in cooperation with the Telemetry and Beacon Analysis Committee (TEBAC). g- Maintain liaison with other U.S. and allied scientific and technical intelligence organizations as directed. Maintain liaison with the naval R&D community to keep abreast of new technological advances ani to provide pertinent intelligence for their use as applicable. h. Maintain an automated electromagnetic characteristics data base. i. Determine intelligence gaps and collection requirements and priorities for electronic warfare and missile electronic systems; monitor collection activities; and provide guidance and technical back-up for intelligence collection activities. j- Develop and maintain data on selected GREY electronic systems. k. Continuely develop ard improve methods and techniques for forecasting electronic systems and technology utilization. i. Act as the central point of contact for the DNT for the requirements and responsibilities of analysis of ELINT and TELINT data; maintain liaison with appropriate agencies andj with Navy laboratories, SYSCOMs and operational 2-32
NISCINST 3120.1A commands; and represent the DNI, COMNAVINTCOM and/or NISC on inter-agency working groups and committees. m. Process amd analyze all data collected by NUCINT systems and expeditiously report the results of the analysis to area commanders ani the national community: perform in-depth intelligence research and analysis to determine the significance of the data collected; amd support the COMNAVINTOOM NUCINT manager. n. Maintain signals analysis equipment and perform duties as technical monitor for the development and/or installation of new equipment. ©. Provide the command point of contact andi develop ard monitor all collection requirements on foreign naval related electromagnetic systems and signals. p- Serve as the departmental point of contact and manage and/or administer special projects that have a bearing on the department's productivity (such as SIGIPS). 209.3 COMMUNICATIONS/OCEAN SURVEILLANCE SYSTEMS (NISC~52) The Communications/Ocean Surveillance Systems Division is tasked with implementing the responsibilities of the Naval Intelligence Support Center with respect to the production of technical intelligence on naval related foreign command, and control communications (c3), C3 countermeasures (c3cM), ocean surveillance (SOSS) (including space systems), in accordance with DIA directives and to satisfy national tasking and U.S. Navy requirements; to act as principal advisor to NISC ami Naval Intelligence Command in matters concerning naval related C3, C3cM and SOSS. In this regard, the Divisio will: a. Serve_as technical aivisor to NISC and the U.S. Navy on all aspects of foreign C3, C3cM and SOSS (including space) systems of naval interest, and represent the command and/or the DNI on inter-agency working groups and committees. b. Act as the Naval Intelligence Command point of contact for all current and projected scientific and technical intelligence estimates and projections related to foreign naval associated C3, C3CM and SOSS and the threat they may pose to present and future naval operations. c- Perform in-depth technical intelligence research, study and analysis of all-source intelligence data and materials concerning foreign related SOSS, c3 ami C3cm systems and all associated activities: prepare detailed studies, handbooks, reports, briefings, estimates and forecasts, and any other format required to disseminate analytical findings in accordance wih DIA or department directives. ad. Perform in-depth analysis of command and oontrol links (telemetry) and space systems under DIA tasking and in cooperation with the Telemetry and Beacon Analysis Committee (‘TEBAC). 2-33
NISCINST 3120.1A re roy 1989 e. Determine intelligence gaps and collection requirements and priorities for SOss, C3 and C3 systems; monitor collection activities; provide guidance and technical support for regular and special collection activities: and evaluate and report on the results of collection. f. Maintain liaison with U.S. amd allied scientific and technical intelligence organizations as directed. Maintain liaison with the naval R&D community to keep abreast fo new technological advances amd to provide pertinent intelligence for their use as applicable. 210. TECHNICAL SERVICES DEPARTMENT (NISC~60) The Technical Services Department is responsible for providing a wide variety of vital S&T intelligence supporting services to all commamd departments, NAVINTCOM, CNO, ONI, DoD and other national-level taskers. The Technical Services Department carries out this mission through five major divisions--Micrographics, Translations, Information Services, Photographic and Publicat ions-~composed of professionals employed in a wide range of occupational specialties. To accomplish this, the Department is committed to: a. Receive, review and coordinate all incoming reports, graphics and other intelligence materials for microprocessing, reproduction, amd ultimate accurate and responsive satisfaction of all Naval Intelligence Processing Systems (NIPS) and Shipboard Microfilm Program (SMP) miniaturization program requirements for direct support to the Fleet worldwide. b. Translate foreign language documents and periodicals for data base input and promote, throughout the U.S. Navy, an understanding of the capabilities and the state of overall preparedness of foreign navies. Cc. Manage the Navy's input to the Central Information Reference and Control (CIRC) system and the production of materials for the Naval Intelligence Support Center. dad. Process intelligence mterials in photographic, lithographic, microform and visual aids formats for dissemination as finished intelligence. e. Edit, illustrate ard compose intelligence materials in formats suitable for prespecified reproduction and distribution. 210.1 MICROGRAPHICS DIVISION (NISC-61) The Micrographics Division is established to provide the department with comprehensive staff assistance in coordinating all functions assigned in order to effect accurate and responsive satisfaction of all Naval Intelligence Processing System (NIPS) and Shipboard Microfilm Program (SMP) Miniaturization Program requirements; providing the Department with a contact point to gather, maintain and coordinate all information necessary to assist in making policy and management decisions on data base matters. To accomplish this, the Division has the responsibility to: 2-34
NISCINST 3120.1A roe Wye a. Receive, review and coordinate all incoming reports, graphics ami other intelligence materials for microprocessing, reproduction, and ultimate world-wide Fleet dissemination. b. Develop and implement programs for the efficient utilization of departmental resources to accomplish assigned production tasking for the NIPS data base. Conduct a continuing program and analysis of production methods and hardware to ensure Gepartmental capabilities of the highest level. c. Maintain comprehensive statistical records of divisional production and administrative tasking and fiscal accounting, budgeting and consumption. a. Provide extensive consultation and advice for the Department on policy decisions involving production planning, budgeting matters ami the management of divisional resources. e. Provide inter-departmental coordination as directed, including functioning as: (1) NISC representative to the Naval Intelligence Processing System (NIPS) Ad Hoc Committee for Data Administration and Dissemination. (2) NIPS Miniaturized Data Base production coordinator. £. Provide such inter-agency coordination as may be levied on the Department to include: (1) Micrographics Working Group (NFIB) (2) TIM Coordination (DIA/TTMP) (3) NIPS Data Base Coordination (NIC/CNO) (4) SMP Data Base Coordination (NIC/CNO) 210.2 TRANSLATION DIVISION (NISC~62) The Translation Division is established to promote an understanding of the mission, functions, organization, capabilities, and readiness of foreign navies through the exploitation of foreign literature. To accomplish this, the Division has the responsibility to: a. Perform or arrange a full range of foreign language services on an ad hoc basis for NISC, NIC, DNI, OPNAV, CNO, SECNAV, DIA, JCS, NIS, NOIC, other Navy components, ani ships and commands of the Fleet. These services include translations, summaries, and abstracts of books, monographs, reports, official correspondence, NATO and naval messages, "Welcome Aboard" brochures, and other texts; consultation on foreign language texts and terminology: interpreting; and interviewing and debriefing of foreign nationals. b. Operate a coordinated foreign naval literature exploitation program in response to intelligence tasking; serve as the Navy focal point for 2-35
NISCINST 3120.1A 15 NOV 1989 the substantive aspects of foreign document exploitation: comiuct translation duplication checks with CIA. c. Translate on a regular basis selected articles from Soviet periodicals such as Soviet Naval Digest and Soviet Shipbuilding, and produce monthly news let.ters--NAVSCAN on Sino-Soviet naval developments, and WESTFLEETS on Western/Third World Naval matters--in response to DIA tasking. d. Act as point-of-contact between the Naval Intelligence Commami and other government agencies on foreign language matters; arrange quid-pro-quo services with other foreign language services (State Department, Army ITAC, FSTC, VOA, CIA, DIA, AF FID, AFHQ, NSA) as necessary. e. Compare the English and foreign-language versions of bilateral amd multilateral Navy agreements to certify textual conformity. £. Utilize Naval Reserve language capabilities through the NISC Reserve Translation Project and NISC Translation Unit 0166; provide ACDUTRA billets for reserve personnel and initiate tasks for them. g- Establish criteria for the selection of translation external assistance sources, set standards for work performance, maintain a pool of sested sources, and control the quality of the work produced. h. Provide substantive guidance to collectors of foreign literature in “he field to make their efforts more responsive to continuing and changing NISC requirements. i. Provide instruction in foreign languages ard guidance in handling foreign language information. j. Prepare dictionaries and glossaries of foreign naval terminology ani English equivalents to promote consistency and standardizaton of terminology. k. Provide advice on machine translation and machine-aided translation matters to agencies in and outside government and develop the Navy position on those subjects. 1. Provide general policy guidance to satellite translation services in Naval Ship Systems Command, Naval Oceanographic Office, Naval Research Laboratory, Nava'l Medical Research Institute, and others. m. Coordinate with ONR Patent Counsel on matters pertaining to copyright law with specific reference to translations and issues pertaining to satellite translation services. 210.3 INFORMATION SERVICES DIVISION (NISC-63) The Information Services Division is established to provide the Naval Intelligence Support Center ami the Naval Intelligence Command with a complete range of technical library information services in support of S&T tasking. In order to accomplish this, the Division has the responsibility to: 2-36
NISCINST 3120.14 a. Provide reference services to analysts and other professional personnel. Reference services include collection management, current awareness services (including profiles), and retrospective searching of manual and automated data bases ranging from unclassified to compartmented. Data bases are those either created in-house or available from outside sources and may or May not ke intelligence-related. feu5 b. Provide circulation services in both collateral and compar tment ed libraries. c. Provide acquisitions ani inter-library loan services. d. Catalog/index and process all library materials in collateral and compartmented library collections. e. Select and index documents to be entered into the Central Information Reference and Control (CIRC) system. f. Select documents to be entered into the Naval Intelligence Processing System (NIPS). g- Manage the Navy's participation in the Scientific ani Technical Intelligence Information Support Program (STIISP) and represent the Navy on the STIISP Program Review Committee. h. Represent the Naval Intelligence Command on the Navy Council of Scientific and Technical Librarians (CONSATL) and other committees an} organizations associated with information science. i. Provide public information services to the Command through a variety of media, such as the New Accessions Bulletin am special lists of publications available in the libraries. j- Operate automated intelligence storage and retrieval systems. 210.4 Photographic Division (NISC~64) The Photographic Division is established to provide full comprehensive photographic and video services in support of Scientific and Technical Intelligence information for dissemination as finished intelligence. Photographic and video services are also provided to highly sensitive intelligence collection programs. To accomplish this, the Division has the responsibility to: a. Provide photographic documentation of significant events. b. Provide processing for both black and white and color films. Cc. Provide copy capabilities for various sizes of charts, maps and photographs. d. Provide photographic reproductions from black and white and color films. 2-37
NISCINST 3120.1A 15 NOV 1985 €. Provide video recordings of technical documentation. £. Provide video reproduction and editing of scientific ani technical documentation. g- Produce vugraphs and 35mm slides. h. Act as the Command's representative on audiovisual matters. i. Coordinate NIC/NISC Precious Metals Recovery Program. j- Coordinate all NISC requirements for photographic and video material and equipment. kK. Provide an Audiovisual Detachment at Chesapeake Beach, Maryland in support of the Foreign Material Program. 210.5 PUBLICATIONS DIVISION (NISC~65) The Publications Division is established to provide professional technical editing and writing support to analysts; prepare graphic materials for publications, visuals for briefings and engineering drawings for laboratories; Produce composed texts for publications and provide lithographic and dupliction services. To accomplish this, the Division has the responsibility tos “ a- Provide technical editing and writing services directly to analysts. b. Assist analysts in selecting publication graphics; maintain a library of published graphics. c- Maintain an inter-department on-line computer system for publication writing, editing and composition. a. Operate a fully automated text composition and layout facility for the Production of lithographic camera copy. €. Provide separate staffs for the Publication of collateral ani comparcmented graphics. £. Furnish support to analysts in the preparation oi visual aids for briefings: compile scale engineering drawings, perspectives, artist's renditions, charts, tables, etc. g- Compile production statistics for input to various management information reports. h. Provide printing and duplicating services for all NAVINTCOM activities, operate an authorized printing facility. 211. IMAGERY ANALYSIS DEPARTMENT (NISC-70) The Imagery Analysis Department is tasked to analyze imagery for naval Scientific and Technical (S&T)and current intelligence (also referred to as Indications and Warning (IsW) projects). In addition, the Department is 2-38
NISCINST 3120.1A . . ar . oe TG NT 1985 responsible for producing recognition materials and exploiting imagery obtained fram special national and naval collection programs. Finally, the Department Head is dual-hatted as the Director of the Navy Intelligence Imagery Systems Management Office (NIISMO) in direct support of the Director of Naval Intelligence (INI). To accomplish this, the Department will: a. Provide representation for the Navy on selected COMIREX and other committees, as directed. b. Perform technical analysis of imagery to produce imagery-—derived technical data for nationa, naval and command consumers and analysts. c. Perform operational analysis of current imagery to produce imagery-derived intelligence data for NAVOPINTCEN and NISC, amd through those activities, for the national I&W data base. d. Support fleet imagery development and exploitation programs as requested and produce recognition guides and interpretation keys. e. Exploit data fran and provide support to the Special Navy Collection Program and national collection programs. £. Manage the flow of imagery data within NISC, plan for resources needed for operation of the department, and provide necessary administrative support. g- Develop and procure equipment, software, techniques and procedures to enhance department capabilities and efficiency. h. Qperate and maintain the department's digital image processing ard video image processing systems and exploitation equipment. 211.1 IMAGERY MANAGEMENT DIVISION (NISC-71) The Imagery Management Division has two primary tasks: a. It is established to process NISC imagery collection requirements ard to advocate collection action to the COMIREX structure. In this capacity, NISC-71 coordinates Navy Department interest in supporting imagery exploitation. b. It is also established to support the Director, Navy Intelligence Imagery Systems Management Office (NIISMO), NISC-70, in representing the DNI on all matters dealing with Naval Intelligence imagery. In order to coordinate all matters relating to intelligence imagery in the Navy, the division will be responsible for: (1) Development of a systematic program for GDIP funded imagery activities within the Navy. (2) Recommendations on the management of Navy imagery related activities. (3) Documentation of requirements for equipment, systems, amd personnel to support intelligence imagery programs. 2-39
NISCINST 3120.1A 15 NOV 1985 (4) Planning and monitoring efforts to correct deficiencies in imagery related areas. ' (5) Representing the Navy in national level and interservice imagery committees, working groups and conferences. (6) Providing quidance to imagery related research ard development programs and monitoring similar activities supported by other Services and Agencies. (7) Assisting Tactical Intelligence and Related Activities (TIARA) program managers to develop tactical intelligence imagery capabilities in the Navy. (8) Recommendations concerning personnel policies and training that impact on intelligence imagery in the Navy. (9) Monitoring programs and projects affecting the Navy imagery in TIARA, Tactical Exploitation of National Capabilities (TENCAP) and in the GDIP. 211.2 DIRECTOR, IMAGERY EXPLOITATION (NISC-72) The Imagery Exploitation Directorate is established to provide day-to-day management of the Imagery Analysis Department's production resources. The Director is responsible for the detailed analysis, interpretation and production of finished Scientific and Technical (S&T) intelligence, Operations Analysis and Special Support to Special Navy Collection Programs. In this regard, the Division will: a. Provide technical assistance and continuity on imagery production related matters. b. Be responsible for the professional readiness of Directorate Analysts. c. Provide technical guidance on requirements for imagery collection. d. Establish production priorities with command guidance. e. Coordinate imagery analysis functions with Command intelligence production. f£. Maintain liaison with other Imagery Managers in DoD amd National Intelligence agencies. g- Assist in developing long range plans for new imagery programs. h. Provide technical assistance and continuity for the Deputy and Department Head. 211.3 TECHNICAL ANALYSIS DIVISION (NISC-721) The Technical Analysis Division is established to perform technical analysis of imagery to produce imagery-derived technical data for national, naval, and command consumers and analysts. In this regard, the Division will: 2-40
NISCINST 3120.14 a- Conduct in-depth research. b. Analyze multi-sensor imagery. c. Write detailed intelligence reports. d. Produce multi-aspect engineering drawings. e. Prepare annotated photographs and briefing graphics. f. Prepare and present briefings. g- Maintain substantive imagery data bases. 211.4 OPERATIONS ANALYSIS DIVISION (NISC-722) The Operations Analysis Division is established to perform current analysis of surface and sub-surface naval vessels, naval aircraft and ground associated elements including naval infantry and mobile communications ami to provide technical analysis and detailed reporting of naval aircraft. This Division produces daily formatted reports seven days a week of imagery-derived operational data for NAVOPINTICEN and NISC, and, through those activities, for the national I&W data base. To accomplish this, the Division will: a. Perform current analysis of multi-sensor imagery. b. Report current analysis of multi-sensor imagery. c. Perform technical analysis of imagery of naval aircraft. d. Conduct research and compile keys for all areas of responsibility. e. Provide operational analysis assessments for new technology sensor programs. 211.5 SPECIAL ANALYSIS DIVISION (NISC-723) The Special Analysis Division is established to support the Special Navy Collection Program and national collection programs, as requested. In this regard, the Division will: a. Provide pre-mission support and analysis. b. Provide post-mission support and analysis. c. Provide system development support. d. Provide technical evaluations of sensor collections. e. Reduce navigation data. £. Provide collection guidance. g- Maintain collection data base. 2-4)
NISCINST 3120.1A Lo hey 1985 b. Administer the NFMP visitor control progran. c. Monitor physical security for NFMP.. d. Monitor and mintain NFMP alarms. e. Provide CMS support for NFMP. f£. Coordinate nickname and classification guides for the NFMP. g- Monitor personnel security for NFMP. 213. JOINT INTELLIGENCE RESEARCH OFFICE (NISC-O0OJ) The Joint Intelligence Research Office provides special source intelligence analysis support to the DNI, COMNAVINTCOM, and the Commanding Officers of NISC and NAVOPINTICEN. This includes the conception, planning,development , administration, evaluation, presentation, andj representation in the area cf Soviet S&T/operational development procedures, programs, and intentions anj their application to the Soviet Navy. 214. OFFICE OF RESOURCE MANAGEMENT (NISC-OOR) The Office of Resource Management is tasked with initiation, planning, establishment, implementing and documenting financial plans, programs, methods, controls and procedures for the acquisition, management, utilization and expenditure of resources required to produce scientific, technical and imagery intelligence, and for the operation and maintenance of NISC. In this regard, the Office will: a. Provide financial data and resource support for the coordination, consolidation and presentation of the Center's annual submission to the update of the General Defense Intelligence Program (GDIP). b. Initiate and supervise the coordination, consolidation and presentation of the Center's annual submission of budgetary requirements. c. Administer, supervise and control the implementation of the annual budget. d. Act in a staff capacity, advising the Commanding Officer and the Technical Director in all matters concerning the financial planning, preparation, submission and execution of the five year plan, POM, ard President's budget. €- Provide management, analysis and assistance to the command in all matters pertaining to fiscal management, organization, resource utilization, fiscal, and budget. £. Provide budget execution, accounting, procurement, supply, fiscal and transportation services to NIC Headquarters and its field activities. 2-46
NISCINST 3120.14 214.1 BUDGET AND ACCOUNTING DIVISION (NISC-OOR1) The Budget and Accounting Division is tasked with initiating, establishing and presenting for approval consolidated financial plans, programs and budget for the operation and maintenance of NISC in support of Scientific and Technical (S&T) and Imagery Intelligence (II), and for providing memorandum accounting, Integrated Disbursement Accounting (IDA) and reconciliation services to NIC Headquarters ani its field activities. In this regard, the Division will: a- Maintain liaison with ami provide direct support to departments, staff and management to determine program and budgetary requirements. b. Prepare, coordinate, and provide supporting financial documents for all program and budget submissions. c. Maintain files and material for all financial data pertinent to NISC. d. Assist in the implementation of the budget, providing fiscal guidance and briefing as necessary. e. Prepare and mintain bi-weekly automated fiscal status and account ing reports for COMNAVINTCOM and the commanding officers of the NIC field activities. £. Perform reconciliations of obligations and expenditures of O&M,N for NIC and the NIC field activities. g- Perform reconciliations of obligations and experditures of OPN ani reimbursable for NIC and the NIC field activities. h. Provide the budget execution of O&MN, OPN, and reimbursable fund appropriation for NISC. i. Provide memo accounting control for OPN, reimbursable fund appropriation for NIC and the NIC field activities. j- Maintain liaison with the authorization accounting activity and NISC . to insure the accuracy of the official financial reports. 214.2 SUPPLY AND TRANSPORTATION DIVISION (NISC-OOR2) The Supply Division is tasked with implementing the current budget of NISC including operations and maintenance (OsMN), procurement (OPN) and military (MPN) allotments, initiating all procurement within NISC, and with providing supply services to NIC Headquarters and its field activities. To acoomplish this, the Unit will: a. Initiate ami submit to management procurement plans and external assistance plans. b. Convert the current year procurement program to a working procurement budget. 2-47
NISCINST 3120.1A 15 89Y 1985 us c- Act as central point of contact with Navy Regional Procurement Of fice and other procurement activities for all command contractual and procurement actions. d. Perform all plant property accountability. e. Maintain a supply storeroom and related activities adequate to meet the daily needs of the Naval Intelligence Command. f. Provide command support through procurement action and receipt accounting for all consumables ami repair parts. g. Operate and maintain command imprest fund. 214.3 TRANSPORTATION BRANCH (NISC-OOR22) The Transportation Branch functions under the supervision of the Chief, Supply and Transportation Division (NISC-OOR2). It is tasked with providing vehicular transportation and local (metro-area) transport/delivery services for NISC and the Naval Intelligence Command. To accomplish this the transportation branch will: a. Co-ordinate and schedule all transportation requests (including U-drive vehicles) according to their urgency and command mission priority. b. Maintain regularly scheduled transportation services (i.e. mail deliveries, classified material burn run). c- Provide additional command transportation services as required for the transport of classified documents, and movement of supplies, materials and equipment. d. Perform daily preventive maintenance for assigned vehicles and co-ordinate with NDW (WYN) transportation services for major repairs/services. 215. OFFICE OF NAVAL WARFARE CAPABILITIES (NISC-OOW) The Office of Naval Warfare Capabilities coordinates and integrates the analytical and production efforts of NISC in order to develop threat assessments and other intelligence products, providing current and projected foreign naval warfare capabilities in response to Navy, DoD and national requirements. To this end the Office will: a- Provide naval intelligence threat support to the U.S. naval weapons system planning, development and acquisition process in accordance with current instructions by: (1) Producing threat/capabi lities publications; (2) Developing threat assessment and threat support plans in support of specific programs and projects; ani (3) Maintaining liaison with program sponsors ani project mangers.
NISCINST 3120.14 Towa 4995 b. Coordinate the NISC participation in the development of NISC inputs which provide intelligence support to Navy long range planning, net assessments and study efforts. Cc. Coordinate the NISC participation and development of NISC inputs which provide naval intelligence support to the defense intelligence process, including the Defense Intelligence Projections for Planning (DIPP), DIA estimates and study efforts, as well as USDR&E net technical assessments or review efforts and other DoD projects as appropriate. da. Coordinate the NISC participation and development of NISC inputs which provide naval intelligence support to the national intelligence process including national intelligence estimates (NIEs), as well as for various national level review and study efforts. e. Provide guidance for and coordinate the NISC long range weapon system projection and threat forecasting estimates in support of naval, defense and national requirements. £. Coordinate the NISC efforts to exploit open source literature, the assets of the naval R&D community and other resources to assist in the establishment of a data base ani the analysis of foreign R&D as a basis for long range projections as well as an input to U.S. Naval weapons system development (CPDB). g- Develop ani maintain the NISC Characteristics and Performance Data Base (CPDB). h. Coordinate the submission of articles for the NISC Weekly Wire. i. Coordinate the submission of and disseminate NISC substantive intelligence point papers for the CNO Point Paper bock, DNI requirements ard other purposes. j- Provide the command point of contact for liaison with the Navy Scientific and Technical Intelligence Liaison Officers (STILOs). k. Coordinate the NISC participation in and support to the Naval Warfare Publication (NWP) program. 1. Carry out personnel management and training programs in order to promote career development of employees. 215.1 INTELLIGENCE/WARFARE DIVISIONS (NISC-COW) The Intelligence/Warfare Divisions coordinate, integrate and produce intelligence publications, threat assessments ani long range forecasts in all naval warfare areas, to provide RDT&E threat support to the entire weapons system planning and acquisition process, and to coordinate NISC's participation in national and DoD estimates programs. In this regard, the Staff will: 2-49
NISCINST 3120.14 a. Coordinate, integrate and evaluate the NISC inputs prepared in support of the Navy's participation in the national intelligence production program published in the form of National Intelligence Estimates (NIEs), Interagency Intelligence Memos (IIMs), amd other military capabilities assessments as established by the National Foreign Intelligence Board. The same function is performed in support of the DoD as reflected in such documents as the DIPP and various JCS warfare planning documents containing intelligence assessments. Actions taken under this function require that the ONI/NISC positions are correctly reflected. b. Provide threat support to the weapons system planning, development ani acquisition process in accordance with current instructions by: (1) Producing the "pyramid" series of publications dealing with Soviet Naval Threat /Capabilities. (2) Developing and producing special threat assessments and threat Support plans in support of naval weapons systems programs and projects or efforts related to weapons system planning, development or acquisition. (3) Maintaining personal liaison with OPNAV, NAVMAT and other consumers requiring naval warfare related threat assessments. (4) Providing the point of contact for liaison with DIA/DE-D in conjunction with threat assessments on all naval weapons related to the DSARC process. c. Develop a better understanding of Soviet naval warfare through the evaluation and study of all aspects of Soviet naval weapons systems. Develop forecasts in conjunction with NISC departments of future systems based on accumulated knowledge of current systems, missions and identified R&D. d. Coordinate NISC participation amd development of NISC inputs for Navy Net Assessments and other broad studies covering all aspects of seapower. e- Develop and provide overall guidance regarding long range forecasting methodology on Soviet naval systems. , £. Provide representation to DCI comnittees andi subcommittees, to intelligence panels for OPNAV and the Naval Material Command, and to Navy and DoD war games. g- Initiate and/or coordinate the submission of special NISC products, such as position point papers and NITAs in conjunction with appropriate NISC departments or staff elements as well as NOIC ani OP-009. h. Coordinate the NISC efforts to exploit open source literature, the assets of the R&D community and other resources to assist in the establishment of a data base and the analysis of foreign R&D as a basis for long range projections as well as an input to U.S. naval weapons system deve lopment. i. Initiate, manage and chair commard ad hoc study groups and seminars to resolve departmental analytical differences in order to resolve command substantive intelligence problems and develop command positions. 2-50
NISCINST 3120.1A 15 Noy 1985 j. Develop and maintain the NISC characteristics and performance data base. Review all NISC publications and special reports and studies to ensure that data adhere to the command position. ’ k. Coordinate the submission of NISC substantive intelligence point papers for the CNO point paper book, for DNI requirements or other purposes. Review these papers for adherence to the NISC comnand position. 1. Serve as the command coordinator for the Naval Warfare Publication (NWP) series of documents. Produce NWP 12-5 and NWP 12-8. m. Coordinate and produce the Command Weekly Wire, Part I. 216. OFFICE GF SUPPORT PROGRAMS (NISC-OSP) The Office of Support Programs is established to provide for management of NISC career development, training, recruiting, travel, manpower utilization and operating precedures, military and civilian personnel management and services and building management. In this regard, the Department will: a. Manage, coordinate and provide position management services to the command and support services to civilian personnel management operations. b. Provide NISC position management functions. c. Manage and act as the central point of control for all personnel actions and documentation, both within the command and external. The Head, Office of Support Programs will be the approving authority on all personnel actions affecting civilian employees GS-12 and below. The Commanding Officer will approve all actions for GS-13 am above. d. Manage, coordinate and arrange for civilian and military career deve lopment . e. Manage, coordinate and arrange for all military and civilian training. f. Maintain and control all NISC travel and training funds. g- Coordinate and arrange all NISC recruiting efforts for civilian personnel. h. Manage, coordinate and arrange for all building management services for NISC. i. Manage, coordinate and arrange for all matters concerning manpower utilization and operating procedures. j- Provide supplementary military personnel services to the command. 216.1 CAREER DEVELOPMENT UNIT (NISC-OSP-1) The Career Development Unit is established to provide management of NISC civilian career development, training, recruiting, travel, civilian manpower 2-51
NISCINST 3120.1A 15 NOV 1985 (22) Exercise control over the reproduction ani issuance of all directives prepared for the review or signature of the Commanding Officer or Executive Officer to ensure proper format, .arrangement of contents, adequacy of security classification, amd revision or change procedure. Ensure that there is no duplication of or conflict with other releases. Maintain the command's central directive files. (23) Ensure that all directives and communications relating to change of duty, promotion, or other change in the status of officer personnel are properly executed ani recorded. (24) Supervise the distribution, harmdling, and forwarding of officers’ fitness reports. (25) Ensure that the NORM accurately reflects command activities amd policies. 216.3 SPACE MANAGEMENT UNIT (NISC-OSP-3) The Space Management Unit is established to coordinate and arrange for accomplishment of all office space construction, renovation and maintenance activities at NISC. To accomplish this, the Unit will: a. Provide liaison on behalf of all NISC elements with GSA Building Manager and Navy National Capital Region Facilities and Services Staff. b. Consolidate, prioritize and budget for NISC construction and renovation projects. ¢c. Provide technical assistance to NISC elements in plannning ani specifying their construction and renovation needs. ad. Report to ami follow up with GSA building maintenance needs not being met through normal GSA servicing. e. Act as NISC Safety Officer am Fire Marshal. 2-54
NISCINST 3120.1A CHAPTER 3 2. 8 4895 BOARDS, GROUPS, AND COMMITTEES 300. BOARDS, GROUPS, AND COMMITTEES A board, group, or committee is an assembly of persons formally organized under a president, chairman, or senior member to deliberate and evaluate a problem or situation and make recommendations to proper authorities for its solution or improvement; sit as a judicial body; or sit for other purposes as directed in the order establishing the board or committee. They are policy working groups and should not normally be assigned functions requiring supervision or direction. Officers and, in some cases, enlisted personnel and civilian employees are assigned to boards and committees as a collateral duty by the Commanding Officer or Executive Officer, and notification of such assignments will normally be effected by publication in a NISC notice. Any limits or special conditions governing the performance of the duties assigned will normally be set forth in a formal letter to members of the board or committee. 301. AWARDS BOARD The Awards Board will be responsible for assisting the Commanding Officer in evaluation of recommendations for awards to personnel serving under his jurisdiction and to ensure compliance with all directives of higher authority pertaining to all awards. In addition, the Awards Board is responsible to the Commanding Officer for implementing a system (within the guidelines of higher authority) to recommend approval or disapproval and amounts of awards to be paid by the Navy Incentive Awards Program. a. The board will be composed of two or more officers designated by the Commanding Officer, one of whom will be disignated as the incentive awards officer. b. The Awards Board will be responsible for: (1) Inquiring into and analyzing all recommendations for formal or informal awards which originate onboard NISC or which the Commanding Officer is required to review. (2) Ensuring that the acts or services described in the recommendation fulfill all requirements of pertinent directives from higher authority concerning awards. (3) Sukmitting each recommendation in proper form and with appropriate comment to the Commanding Officer for his consideration. (4) Developing a system of review and making recommendations for cash awards, as appropriate, concerning suggestions, inventions, or scientific achievement by members of the commamd who contribute to the Armed Forces. c. The incentive awards officer will be a non-voting member of the board (except in cases of a tie wte). He will present incentive award 3-1
NISCINST 3120.1A contributions to the board and prepare all associated documents and correspondence for final action by the Commanding Officer. d. Final approval or disapproval of the board's recommendations rests with the Commanding Officer. References: SECNAVINST 1650.1 series, Navy and Marine Corps Awards Manual. SECNAVINST 1650.24 series, Cash Awards for Military Personnel for Suggestions, Inventions, or Scientific Achievements. 302. CLAIMS INVESTIGATION BOARD The Claims Investigation Board will investigate every incident referred to the board which may result in claims against or in favor of the United States Government. The board will normally be composed of only the NISC legal officer who shall be designated the investigating officer. Additional members may be assigned, each with all the same powers as the investigating officer, except that the assistants will be under the general supervision of the investigating officer who shall be considered to be the senior member of the board. The board will: a. Consider all information and evidence obtained as a result of any previous investigation. b. Conduct such further investigations of the matters referred to the board as may be necessary to obtain a fair and impartial appraisal covering all phases of the matter to the end that a comprehensive, accurate, and unbiased report on the matter can be made to the Commanding Officer or to higher authority for any action that may be required by the circumstances of the case. Reference: JAG Manual. 303. NFIB COMMITTEES AND WORKING GROUP MEMBERS Members of UFIB committees, sub-committees and working groups are selected because of their experience and expertise to represent the Navy as well as NISC. They are representatives of all naval intelligence, i.e., NISC, NIC, etc., during their meetings and will act as the point of contact between Navy elements and other members of their respective committees. The DNI requires that positions taken by ONI members on UFIB groups be identified for him and members of his staff as rapidly as possible following committee meetings. A minimum number of NISC personnel should normally attend a DCI sponsored meeting. In this regard, NISC personnel who: a. Attend committee meetings as principals will provide a short Memorandum for the Record (MFR) after each meeting which summarizes the topics discussed, actions assigned and taken, etc. This MFR will be addressed to the DNI, 3-2
NISCINST 3120.1A TP ats ane attention OP-009Z and C°-00942. When appropriate, the MFR will provide recommendations to which DNI can concur/non-concur or request that the member meet with him to discuss the issue. MFRs will be concurrently distributed to: (1) the Commanding Offier, Executive Officer, ami Technical Director: (2) to appropriate department heads; and (3) to COMNAVINTCOM. MFRs may, in some cases, be used to forward only the minutes of the committee meeting. Keep the chain of command informed: b. Attend sub-committees/working groups as principals will provide a MFR to the applicable Navy committee member (or sub-committee member as appropriate), who will determine whether it should be further routed to the DNI/009Z. MFRs will be distributed simultaneously to cognizant department heads. Members and alternates are responsible for keeping their department heads aware of the action/deliberations of their various committees/sub-committees and for obtaining their preliminary approval for all member actions ar tasking resulting from participation in committee/sub-committee deliberations. Members/alternates are not expected to be either the authority or to have the answer to all issues addressed by a committee/sub-committee/working group. In cases where they are not the expert, they should defer action and bring in other Navy assets as require? to address the particular topic at hand. Following all coordination, deliberation and quidance, the member's position will be provided to the committee/sub-committee as representing the position of his principal, the Director of Naval Intelligence. Members will not take on significant tasking without first determining the impact on naval intelligence assets. No major tasks/issues will be taken on by NISC personnel without the approval of the Commanding Officer. If accepted, tasking will be done by the member through established channels and fully supported by NISC assets. Other naval intelligence assets should also be tasked for support as required. 304. CONTRACT AND EXECUTION REVIEW BOARD The use of external assistance to support intelligence production has grown significantly over the last few years. At the same time the guidance, from both a legal and procedural perspective, has become increasingly complex and restrictive. Present policies discourage the use of sole source procurement. Although there are numerous difficulties associated with competitive procurements, significant improvements of our position can be made by targeting specific ongoing tasks for competition. Since past contracting information is important for projections and the identification of problem areas, this command mist also collect, analyze and maintain adequate records. To ensure awareness of Department of the Navy contracting policies and promote the use of competition for external assistance procurements, the Contract and Execution Review Board (CERB) was established. The Technical Director is the Chairman of the Board. Other members may be appointed as necessary. All purchase requests for external assistance, including the 3-3
NISCINST 3120.14 18 NoyY 198 transfer of funds to government laboratories, shall be reviewed by the Board prior to submission to the Commanding Officer or transfer of furnis. All sources of funds, both programmed and reimbursable, are inclided. 305. SCIENTIFIC AND TECHNICAL INTELLIGENCE DATA BASE ADVISORY GROUP The command currently has a myriad of in-house data bases that are used to support the intelligence analytical and production process. Included are the Multi-User Intelligence Data Acquisition System (MIDAS), the Central Electromagnetic Data Library (CEDL), the command Position Data Base (CPDB), and various acoustic, imagery and management data bases. The utility, currency, interoperability of and resources devoted to these data bases varies widely. The command also has long-standing or potential requirements to provide scientific and technical data base inputs in support of Naval Intelligence Processing System (NIPS), the TACTICAL Flag Command Center (TFCC), the Ocean Surveillance Information System (OSIS), and the Naval Warfare Integrated Simulation System (NWISS). Ideally, analysts should input scientific and technical information only one time and the information could then be used by all consumers, both internal and external to the command. The Scientific and Technical Intelligence Data Base Advisory Group, chaired by NISC-OOW and composed of members from NISC-000, NISC-50, amd NISC-30, is established to correct data base deficiencies, sort out conflicting data base requirements, and provide the senior decision-making levels within the command with recommended courses of action relative to data base management. The Advisory Group will meet as necessary, but at least quarterly. All departments will support the Advisory Group with briefings and back-up material as required. 306. NISC BENEFIT ASSOCIATION The NISC Benefit Association (NBA) is established as a non-profit organization to maintain a benevolent, social and recreational organization for the benefit of its members. The NBA will hold annual elections for officers (president, vice-president, secretary and treasurer). These elected officials shall transact all NBA business, and make amd amend rules ami regulations concerning the use of NBA monies. Membership is composed of every NISC employee. Revenue for NBA activities is derived from profits realized from designated beverage machines located within the command. 307. EQUAL EMPLOYMENT OPPORTUNITY (EEO) COMMITTEE The Equal Employment Opportunity Committee acts as an advisory group to the Commanding Officer in all matters relating to the functions assigned to the committee. The committee membership will be in so far as possible, representative of the minority, majority, male, female, age, handicapped, and grade level distribution of NISC employees. Department and staff element heads, in adllaboration with the committee chairperson, will ensure that their committee appointees satisfy this distribution criteria. Committee appointments will be made in writing with a copy to the committee chairperson and Deputy Equal Employment Opportunity Officer. The committee will establish its own organization consistent with its role as a participant in the NISC EEO program. 3-4
NISCINST 3120.14 J. Moy qae¢ a. The EEO Committee is assigned the following functions andj responsibilities: (1) Advise the Commanding Officer in all matters related to the carrying out of the command EEO program within its assigned area of responsibility. (2) Monitor the progress of implementation of the EEO Plan and report to the Commanding Ofticer significant deficiencies which require command action. (3) Serve as a forum through which employee views can be expressed concerning the goals and effectiveness of the EEO Program. Committee representatives of departments and staff elements will act as the channel for transmitting these views to the committee as a whole. (4) Coordinate its EEO activities with other interrelated personnel poticies and programs. b. The following by-laws shall govern the committee and its activities: (1) Organization - the EEO Committee shall be constituted of representatives from all departments and staff elements amd consist of a cross-section, in so far as possible, of race, color, sex, age, national origin, physically and mentally handicapped, amd grade level distribution. There shall be a Chairperson, Vice-Chairperson, and Recording Secretary elected by committee members. The Vice-Chairperson shall act in the absence of the Chairperson. Sub-committees shall be established on an ad hoc basis to carry out special tasks as required in the conduct of committee business. Subcommittee chairpersons will be appointed by the EEO Committee Chairperson. Other memebers may be volunteers. If insufficient numbers volunteer, the Committee Chairperson shall appoint the required number. (2) Membership Allocation - The conmittee membership shall be one representative for each department and office as follows: cso OOg OOR COW OSP 000 10 20 30 40 50 60 70 The Commanding Officer, Deputy Equal Employment Opportunity Officer, and the military Equal Opportunity Specalist will be ex-officio members of the committee. (3) Member Appointment, Tenure, Qualification - Department and staff element heads will appoint in writing their respective committee representatives. A copy will be forwarded to the Committee Chairperson and Deputy Equal Employment Opportunity Officer. Committee members shall serve for two years. In order to maintain a continuity of experience within the committee, approxiumately one-half of the membership shall be appointed in odd calendar years and one-half in even calendar years. The appointment schedule is as follows:
NISCINST 3120.1A 15 NOY 1985 (5) Advising the Commanding Officer on the effectiveness of the command's human relations programs and possible methods of enhancing its effectiveness. (6) Monitoring the effectiveness of the command's equal Opportunity program and affirmative action plan. The council chairperson is responsible for periodically advising the Commanding Officer of the program's effectiveness and areas needing improvement. dad. Action (1) The Human Relations Council will convene at least semi-annually and at more frequent intervals if conditions warrant. (2) The NISC Human Resource Management /Equal Opportunity Program Specialist will coordinate the meetings, reserve a place for the meetings, and ensure that all memebers are notified. (3) The senior member present will preside over the meetings and will ensure that a report is prepared which includes the following information: (a) Time ani place of meeting. (b) Names of members present. (c) Significant items discussed and recommendations. (d) Any other information which any member of the council wishes to bring to the attention of the Commanding Officer. (4) This report will be forwarded via the Executive Officer to reach the Commanding Officer within five working days after each meeting. Each member of the Council will be provided with a copy of this report. In addition, the NIC DEEOO, NISC EEO Committee chairperson and command bulletin board will be provided copies. References: OPNAVINST 5300.6 series 309. TRAINING ADVISORY BOARD The Training Advisory Board will report directly to the Commanding Officer and shall provide oversight and recommendations in all areas of civilian training including, but not limited to: a. individual training plans b. department training plans c. command training d. career development The Training Advisory Board will consist of a Chairperson and 5 to 7 members appointed by the Commanding Officer. 3~8
NISCINST 3120.14 pele enge do dee 1985 310. PRODUCTION REVIEW GROUP (PRG) The Production Review Group (PRG) was established as the result of a comprehensive Command Production Review. The PRG is chaired by the Technical Director with the Production Review Coordinator, Operations Officer, and Deputy Technical Services Department Head as permanent members. In addition the board has as members two NISC Line Department Heads on a rotational basis. The PRG is responsible for providing Command oversight and direction to the overall production effort and making recommendations to the Command ing Officer regarding production improvements. 311. WELFARE, MORALE AND RECREATION (WMR) FUND AUDIT AND INVENTORY BOARD The WMR Fund Audit and Inventory Board shall maintain accurate accountability of the NISC WMR funds and equipment. The board shail verify the accuracy of the MWR money transactions and shall certify the MWR property records, for both expendable and nonexpendable property. To ensure that funds and property are regular accountable, the Audit and Inventory Board will meet at approximately six-month intervals, September and March. The board will: a. Audit the MWR funds to verify the cash funds and the correctness of money transactions and records. (Refer to NAVCOMPINST 7540.5A as a guideline.) b. Inventory expendable ard nonexpendable MWR property. c. Provide a report of findings to NISC-01 and copy to Chairman MWR Committee. d. Be composed of three members - one being a naval officer, one a civilian with some knowledge of auditing and inventory, one member at large. e. Become familiar with appropriate portions of BUPERSINST 1710.11 and 312. AUTOMATION EXECUTIVE BOARD (AXB) a. The Automation Executive Board (AXB) was established to identify and project needs for automated support to meet mission requirements amd eliminate duplication of functions. The Chairman of the AXB shall be the Execut ive Officer. Membership will consist of: (1) NISC-OOOB who will manage the efforts of the ADP Staff assigned to assist AXB business. (2) NISC-OOAZ who will provide fiscal program analysis and maintain records of AXB deliberations and decisions. (3) NISC-OOW. b. The AXB shall have the specific responsibilities and authorities (subject to approval by the Commanding Officer) to:
NISCINST 3120.1A 15 NOV 1985 (1) Review present and projected ADP requirements, and establish a delegated ADP baseline for each NISC element that requires automated resources to perform its mission and function. To facilitiate that review, the board is authorized to obtain, via the departmental chain of command, all information required to establish the initial baseline, and seek expert assistance from an individual within the reviewed department that will be designated by the board. The designated individual shall be relieved of all other duties during the period his/her department is under review. (2) Prepare and implement procedures and guidelines that specify how a delegated ADP baseline may be modified. (3) Receive, review, verify and validate all new requirements for ADP capabilities, including personnel. To facilitate those actions, no use of external assistance to acquire ADP capabilities, regardless of funding source, is authorized without AXB approval. All requests for ADP resources shall be forwarded to the Commanding Officer via the AXB. (4) Establish life cycle management policy, consistent with higher authority, and ensure compliance. (5) Review, as deemed necessary, ADP operations within the command to ensure compliance with delegated baselines and established policy. (6) Obtain all economic benefits available from identification amd analysis of common requirements, economies of scale and coordination with NAVINTCOM support and user organizations. (7) Establish and maintain liaison with NIPSSA that ensures coordinated long range planning and resources allocation. 3-10
NISCINST 3120.1A CHAPTER 4 He TASKING AND PRODUCTION 400. CONCEPT OF NISC PRODUCTS The concept of NISC's production effort is to provide the highest quality intelligence products to consumers in accordance with the following four~echelon plan: First Echelon Weekly Wire (Part I), ACINT Newsletter Second Echelon Periodicals ~ NAVSTIR, CNO Point Papers, Missile Matrix, Briefings Third Echelon NITs, NITAs, FMERs, BIIRs Fourth Echelon Scheduled DIA Products, NWPs, Threat Assessments First Echelon products are intended as the initial notification to consumers of new developments. Second Echelon products (except for the NAVSTIR), are to be succint, comprehensive updates of threat characteristics. The NAVSTIR provides the vehicle for initial dissemination of photographs/graphics. Third Echelon products provide for the dissemination of Navy assessments and technical/analytical observations, normally on a non-recurring basis. Fourth Echelon products serve as comprehensive reference documents which should incorporate, when appropriate, information previously disseminated in other echelon products. The Production Review Coordinator, under the guidance of the Production Review Group (PRG), will provide oversight to this effort. Recommendations for new products should be submitted to the PRG through the Production Review Coordinator prior to commencing draft production. 401. OVERALL, PRODUCTION GUIDELINES a. NISC routinely produces Weekly Wires and publications o- substantive intelligence which require interdepartmental input and coordination. Comprehensive research and, in many cases, detailed analysis of a scientific and technical nature is often required. In order to foster interdepartmental cooperation and coordination, it is NISC policy that when a support analyst has contributed 20% or more of the analysis and text, he/she shall be considered a co-author. It is the responsibility of the lead department to ensure that support analysts receive recognition for their contributions. b. Scientific and technical intelligence products of this command consist of various studies, trend analyses, reports, handbooks, and periodicals designed to satisfy consumer requirements for intelligence on foreign developments of naval interest. The Defense Intelligence Agency levies the tasks for most of these products, sets mutually agreed upon deadlines, and determines the format and review procedures to be followed during the production process. c. NISC-60 and the responsible production department should ensure that NISC products contain both U.S. and metric units of measure, change bars where appropriate, validation date ami statements on nonrecurring hard copy products, distribution lists, tabs as required, and three-ring binder holes (for Second and Third Echelon products.) Products should be stapled or bound 4-1
PSP 8s 20 1A Wire item to which it refers. By completing that form, pargraph 2.a. enables the analyst to submit the reasons for his non-disclosure recommendation, and paragraph 2.b. removes the requirement for the analyst to make determinations for which he is not adequately informed. Numerous exchange agreements, quid pro quo arrangements, etc., exist which are unknown at the NISC analytics! level. By checking the item as releasable, the disclosure decision becomes a NIC-03/CNO-OP-O09P responsibility. No further inquiries need be directed to the originating analyst. Paragraph 4 enables the analyst to make his own recommendation. (9) Submission: Items for the SECRET version and codeword supplements (if any) of the Weekly Wire Part I, prepared in accordance with the format for Weekly Wire submissions, will be submitted to NISC-OOW prior to close of business each Friday. Each line department is expected to submit Weekly Wire articles each week. In addition, NISC-OOW will pericdically initiate inter-departmental tasking apprising line departments of significant topics meriting Weekly Wire articles. (10) Preparation: Upon receipt of proposed Weekly Wire articles, NISC-OOW will conduct editorial review and revision to ensure the completeness of content, quality of analytical presentation, uniformity of format and consistency of style required to ensure excellence for the Weekly Wire. A draft of each article will be prepared in accordance with this instruction. Copies of these articles will be provided to each department head, the Technical Director, the Operations Officer, and the Consolidated Security Office by 0900 each Tuesday. Any further actions concerning articles which are directed as a result of a Staff Meeting must be accomplished directly following the meeting in order that the Weekly Wire can be prepared for release. (11) Release: The final message version of the Weekly Wire Part I and supplements will be prepared by NISC-OOW as prescribed by the Department of the Navy Telecommunications Users Manual (NTP-3(E)) and by the communications organizations to which they will b2 submitted for transmission. The final copies will be submitted to NISC-OOW, the Technical Director and Executive Officer for review in time to reach the Commanding Officer for release by 1600 each Wednesday. In the absence of the Commanding Officer the Executive Officer or his designee will release the message. (12) Addressee List: The addressee list of the Weekly Wire constitutes Address Indicator Groups (AIG) 157, 176 and 6853. NISC-OOW is responsible for all administrative management actions necessary to ensure the accuracy and appropriate use of the AIG's. The following actions will be taken by NISC-OOW as required by and in accordance with Department of the Navy Telecommunications Users Manual (NTP-3(E)): (1) periodic reivew of AIGs 157, 176 and 6853 to confirm a continuing requirement and current address composition; (2) preparation of modifications, cancellations or recapitulations of AlGs 157, 176 and 6853. References: DIA S&T Intelligence Task Sheet, 31 January 1979, DIA TaskNumber PT-2660-01-026. COMNAVTELCOM "Naval Telecommunications Procedures Telecommunications Users Manual, NTP-3(E)", April 1981. "NISC Metric Practice Guide" (undated) DIA Manual "Scientific and Technical Intelligence Production, "DIAM 75-1, 21 September 1977. : 4-4
NISCINST 3120.1A 1: bers few 402.1.1 FORMAT FOR WEEKLY WIRE SUBMISSIONS . WEEKLY WIRE ITEM FOR WEEK OF CHOP LIST: (date) TITLE: (Classification) (One line or less if possible. The title should provide a summary of the article subject and conclusion. The title provides the basis for reader interest). TEXT: (Classification) (Factual or evidential data and statements. Answers: Who? What? When? Where?) (DOUBLE-SPACED TEXT, UPPER CASE) First sentence: Source (SIGINT, IMINT, photograpy, press report, analysis of , etc.) date (of May 82, etc.) (reveals, indicates, suggests, etc.) brief statement of the point of the article (a new destroyer is under construction, or the X-10 missile has a range of 10 nm, or the design bureau has developed a new energy source, etc.). Second/third sentences: Amplification of first sentence (dimensions of destroyer and state of completion, or launch platform amd profile of missile flight, or type/power of energy source, etc.). Fourth/fifth sentences: If necessary, further details which bear on significance of the first sentence (armament of destroyer, or propulsion type of missile, or size of generator associated with power source). No necessary details. COMMENT : (Classification) (Analysis/discussion of TEXT. Assesses significant impact, notes change to NISC current products or estimates. Answers, if possible: How? Why? What does this mean? If an article is unworthy of meaningful comment, it is unworthy of transmission. (DOUBLE-SPACED TEXT, UPPER CASE) First/second sentences: Conclusion/significance (we estimate an IOC of 1984 for the new destroyer/this new destroyer will give the Navy added versatility for AAW and plane guard operations, or this was the first flight of a new missile not a short range test of the 15 nm version/the new missile, if employed by ACV, will provide an excellent beach bombardment capability, or development of a laser cannon is virtually complete/the successful development of a laser cannon will constitute a real threat to U.S. high altitude aircraft). Third/fourth sentences: Background which helps establish conclusion (the new destroyer under construction is about the same size as the standard destroyer and is being built at the same yard, or with a 5 and 15 mm missile 4-5
NISCINST 3120.14 17 &GY 1985 402.2 CNO INTELLIGENCE POINT PAPERS a. In response to a CNO tasking NISC-OOW currently produces quarterly updates of nineteen point papers on naval warfare topics ranging from Ant isubmarine Warfare to Aircraft Carriers. These point papers provide up-to-date discrete analyses over a broad spectrum and are available quarterly for background use by the naval high command. b. The papers are prepared by the various departments with coordination provided by NISC-OCOW. The CNO Point Papers are forwarded by cover letter am contain an index, text, change summary amd distribution list. Composition/layout is accomplished by contractor support. c. Distribution is controlled by NISC~OOW and includes the higher levels of SECNAV, OPNAV, NAVMAT Offices, the Navy Laboratories andj major afloat commands. 402.3 NAVY SCIENTIFIC AND TECHNICAL INTELLIGENCE REVIEW (NAVSTIR) a. DIA Task PT-2660-01-02L of 31 January 1979 authorizes NISC to publish a monthly periodical covering foreign scientific and technical developments which affect the combat potential of foreign navies, their support facilities and their R&D communities. b. The Scientific and Technical Intelligence Review (NAVSTIR) is published on a monthly basis. It is designed to provide timely scientific and technical information to U.S. Navy operating forces and staff elements, other services, DOD components, and national level executives on naval intelligence topics of interest. It is intended to report the resuits of completed intelligence analyses performed by NISC in greater detail and in a more timely manner than is possible through other NISC-produced intelligence documents. c. The Technical Services Department (NISC-60) is designated as the NISC element responsible for overall integration and production management of the NAVSTIR. NISC-60 will designate an editor for the NAVSTIR who will: (1) Provide recommendations to the NISC line departments concerning subjects suitable for preparation as NAVSTIR articles. (2) Provide guidance to the line departments and staff elements on all aspects of preparing articles for the NAVSTIR. (3) Develop and coordinate the editorial and production schedules for the magazine. (4) Review articles for compliance with established criteria. In this review process, editing will be done, and significant revisions will be coordinated with the author prior to publication. The articles will basically remain the input of the author(s). (5) Provide copies of draft articles for review by the Command ing Officer, Executive Officer, Technical Director, Office of Naval Warfare Capabilities Head, and any other department with subject cognizance. 4-8
NISCINST 3120.14 15 Nov 1985 (6) Provide recommendations concerning compysition/layout to NISC-652. Review and approve NAVSTIR camera copy prior to the of ficial command review and approval, and again before final printing and distribution. d. The Undersea Warfare Technology Department (NISC-20), Naval System Department (NISC-30), Naval Weapons Technology Department (NISC-40), Electromagnetic Systems Department (NISC-50), amd Imagery Analysis Department (NISC-70) and the staff elements will be responsible for submitting articles for publication in accordance with the following guidelines. (1) Articles submitted for publication, whether developed by departmental initiative or in response to a recommendation, can be of two types: a comprehensive presentation of a topic or a brief highlight of an event or item. The comprehensive feature articles should have a wide audience appeal, address the topic in considerable detail, and present conclusions or highlight the implications that the topic might have to the U.S. Navy's mission. Articles submitted for inclusion in the Intelligence Briefs section should highlight narrow topics, which are best conveyed by photographs or graphics. All articles should be written in a clear, logical manner. (2) All articles will be released by the department head for publication in the NAVSTIR and be double-spaced typed copy. It is preferred that the article be typed on a WANG terminal and that the tape be forwarcled with the article to the NAVSTIR editor. (3) All articles will have a "NAVSTIR Classification History and Foreign Disclosure Recommendation" form included in the manuscript. The form will be forwarded to NIC-03F4 as a guideline for foreign release of NAVSTIR articles. (4) All graphic materials (photographs, graphs, and drawings) are to be appropriately mounted, classified, captioned and annotated as appropriate. (5) All articles should have the name ard division code of the author(s). (6) No article may be classified higher than SECRET, although most caveated material can be accepted. Each paragraph of the article must ke properly classified and caveated. The source and classification of all graphics must be identified. (7) Articles may be submitted to the NAVSTIR editor at any time, however, publication will depend on the backlog of articles in process am the time sensitivity/priority of the submitted article. e. The NAVSTIR will contain a section entitled "Naval Intelligence Support Center Products." NISC produces many documents containing intelligence data of high interest to consumers who are not necessarily included in the distribution list of the NAVSTIR. Some of those products are on the DIA S&T Production Schedule, others are unscheduled and unpublicized- To insure adequate consumer notification of significant production, both scheduled and unscheduled, the following actions are required: 4-9
NISCINST 3120.1A 43 rey 1985 (1) At the time a publication is in the final camera oopy preparation, the principal author of each document will complete the first six items of the Abstracts of Significant Production (ASP) Form, figure 4-1, and submit it to the Production and Tasking Division (NISC-0001) for inclusion in the final chop. (2) NISC-0001 will complete item 7 (Date of Dissemination) and submit the form on HP tape cassette to the NAVSTIR editor for inclusion in the next edition. £. The Technical Services Department (NISC-60) is responsible for the following supporting services: (1) Providing a NAVSTIR editor to manage am edit the magazine. (2) Providing camera copy layout and graphic support. (3) Providing reproduction and printing services in support of the NAVSTIR as required. g. The Operations Department (NISC-000) will provide NISC tasking as required in support of the NAVSTIR preparation am production. References: Defense Intelligence Agency Scientific and Technical Intelligence Task Sheet, 31 January 1979, DIA Task Number PT-2660-01-02L. DIA Manual “Scientific and Technical Intelligence Production," DIAM 75~1, 14 August 1973. “NISC Metric Practice Guide," undated. 402.4 NAVAL INTELLIGENCE TECHNICAL ASSESSMENTS (NITA) a. The NITA is a vehicle for the Naval Intelligence Support Center to support the Naval community by disseminating substantive intelligence on significant issues of high importance. The NITA is intended to present information in a concise and timely manner. The assessment is composed of the following sections: . {1) Preface - a statement of the purpose ami scope of the assessment related to the topic ami administrative comments. (2) Executive Summary - a capitulation of the key points of the assessment. (3) Assessment - the body of the paper which includes relevant background and/or descriptive information, evidence and judgments yielding the assessment, supportive graphic and tabular material, amd conclusions. (4) Implications - statements of the significance of the assessment: in terms of the expected results, both immediate and far reaching, based upon the conclusion of the assessments. b. Topics for the NITA may be indicated by the DNI, COMNAVINTCOM, or they may be generated within NISC. 4-10
NISCINST 3120.14 Fro ures anaes Le to33 c. Any department may initiate a NITA, but that department then assumes responsibility for NITA preparation and coordination. The general procedures for preparing a NITA includes: (1) Establishment of tasking need and notification of Production Review Coordinator. (2) Approval of inputs (preliminary or final) by Department Head. (3) Edit by NISC~60. (4) Obtain chop from appropriate NISC departments. (5) NISC-OOW review to ensure that the assessment complies with NISC position and NITA format. (6) Preparation of camera copy by NISC-60. (7) Review of camera copy by NISC-OOA, the Executive Officer, and review and approval by the Commanding Officer. (8) Print and disseminate NITA. d. Action: All departments are enjoined to become familiar with and adhere to the guidelines established. The Production Review Coordinator should be contacted for resolution of procedural problems. 402.5 NAVAL INTELLIGENCE TECHNICAL SUMMARY (NITS) a. The NITS provide an informal means of disseminating discrete analyses or bodies of technical data - generally of interest to only a limited number of customers. Subjects range from handbooks and data ampendiums to briefing notes. NITS are products of analyst initiative and credit for authorship is noted on the cover. However, there will be no acknowledgement that contractor assistance was involved. b NITS may be produced on a non-shceduled basis by a Department with editorial/composition/layout assistance from NISC-60. The format is flexible depending largely upon the nature of the material contained. As a minimum the following sections will be included: Preface Table of Contents Lists of Tables and Illustrations (If any) Executive Summary (not included when text is less than 20 pages) Text Appendices (If any) Distribution List 4-11
NISCINST 3120.1A 7 > NOV 1985 A Bibliography may be included after the Appendices if a description of source materials will support the text and not alter the classification of the finished product. ce. Distribution Lists will be generated internally and will be tailored to the subject matter on a case-by-case basis. dad. NISC policy regarding disclaimers is as follows: (1) A disclainer is not necessary. (2) If a disclaimer is included it shall be worded along the following lines: “The data contained herein and any conclusions drawn are those of the authors. The intent of publishing these data in the format of a Navy Intelligence Technical Summary is to stimulate further exchange of ideas between the authors and other interested parties. All comments and recommendations should be addressed to: Commanding Officer, Naval Intelligence Support Center, 4301 Suitland Road, Washington, DC 203905140, Attn: (name or NISC POC and mail code). e. Due to possible inter-departmental overlap, draft copies of NITS should be given widest internal review as required. 402.6 BASIC IMAGERY INTERPRETATION REPORT (BIIR) a. NISC produces BIIRs in conformance with the Navy's responsibilities for third-phase imagery exploitation under the National Tasking Plan (NTP). BIIRs are detailed, imagery-derived reports on foreign submarines, surface ships, sensors, air and weapons platforms, as well as construction yards and major operational facilities. Each report is generally done by a sole author who is given a credit line at the beginning of the report. b. NISC-70 produces from seven to ten BIIRs in a typical year. BIIRs generall contain the following: Preface Data Block Abstract Table of Contents Table of Illustrations Introduction Basic Description Construction Chronology Reference Data Editorial/compostion/layout assistance is provided by NISC-60. Due to the broad range of disciplines involved the BIIR is reviewed by all Departments prior to publication. c. NISC-70 prepares the distribution list for the BIIRs to include OPNAV elements, the Navy Laboratories and major afloat commands. 4-12
NISCINST 3120.1A 402.7 SCHEDULED DIA PRODUCTS The following paragraphs set forth guidelines to be used in the S&T production program to ensure that standard procedures are followed. a. Prior to the beginning of each fiscal year, DIA submits a proposed annual S&T intelligence production schedule to the Military Services for review amd comment. Based on an appraisal of resources available for the coming fiscal year, as compared with tasks assigned and anticipated, the Services respond to the proposed schedule with recommended modifications. Subsequently, a firm schedule is promulgated by DIA for implementation by tle Service S&T intelligence production agencies. This schedule delineates those tasks for which NISC is prime producer as well as those of other agencies which are to receive NISC support. b. Upon receipt of the annual S&T intelligence production schedule by this command, the Production and Tasking Division (NISC-0001) will, after consultation with all departments and the Commanding Officer, and if necessary, DIA, promulgate a detailed listing of tasks to be accomplished by each department and the production milestones to be met. The department with primary production responsibility will be designated on the basis of assigned missions and functions. However, the Office of Naval Warfare Capabilities (NISC~OOW) will review all products, except NITs, for consistency and adequacy of command position. (1) Preparation of manuscript: (a) The primary (lead) department will appoint a project monitor for each production task assigned on the schedule. This individual will be responsible, under the department head, for those functions of the production cycle which involve all coordination ani integration steps (beginning with the preparation of internal tasking and external data calls), the assembly of the integrated draft, routing for review and chop, and final incorporation of all required changes. At the time that the draft is sent to DIA for review, a proposed distribution list and required DIA Form 447 will be prepared and submitted to NISC-0001. Close liaison will be effected with the departmental editor and the DIA sut-element monitor at the beginning of the draft assembly process. The project monitor will be required to coordinate and know at all times the status of each assigned task until it leaves the lead department for publication. The project monitor will advise NISC-0001 cf the anticipated draft delivery date to DIA so that suitable notation may be made in the Weekly Wire, Part 2, forty-five days in advance of delivery. (b) Questions concerning editorial and printing procedures, for purpose of standardization and adherence to DIAM 75-1, will be adjudicated by the Technical Services Department (NISC-60) through the editorial staff collocated in each department. The editorial staff will be responsible for the editorial arts aspect of a publication while the technical content will be the primary department's responsiblity. The technical editor will be responsible for editing and/or re-writing the manuscript so as to achieve effective communication with the intended audience and for the final review of the camera copy prior to its release from the department. The editorial assistant will be responsible to the editors for format guidance of typists 4-13
NISCINST 3120.1A TE ROY 1985 engaged in the publication's effort, word processor run-off, and simultaneous insertion of illustrations and captions, and the production of camera copy. The training of typists engaged in the operation of the Center's word processors will be the responsibility of NISC-60. (c) All products will be typed in proper format using command word processing equipment, preferably WANG. The clerical personnel will be under the supervision of NISC-60. Camera copy will be composed and layed out by NISC-60 using inputs furnished by the departmental editorial assistants. In those cases where it is necessary to use external assistance for the production of camera ready copy, the contract for the work performance will ke administered by NISC-60 and shall require, as part of the deliverable item, that the manuscript be provided in a magnetic medium suitable for storage and retrieval in the NISC automated text editing system. The number of copies to be printed will be verified by NISC-60 prior to printing. (a) Acquisition, maintenance, repair and modification of word processing equipment used by NISC-60 in the production of NISC publications will be the joint responsibility of NISC-60 and the Management Information Division (NISC-0003). (e) Departments will submit completed draft products to NISC-0001 who will forward them to DIA (DY) for review and approval in accordance with the provisions of Chapter 9 of DIAM 75-1. Prior to DIA review, the draft product will be submitted for command review, covered by NISC Publications Routing Sheet. Responsibility for determining the inter-departmental chop list rests with the primary department. As a minimun, all contributing departments, CSO and NISC-OOW will be placed on the review/chop list. Upon incorporation of DIA's comments, as appropriate, the product will be forwarded to NISC-60 for camera copy preparation, printing and dissemination. When page numbers have been established, the project monitor will prepare ard submit to NISC-0001 a DIA Form 118 (Releasability Statement ) for forwarding to DIA. An Abstract of Significant Production form for the product will also be submitted at this time for inclusion in the NAVSTIR. (2) Review and approval: (a) For purposes of DIA review, S&T intelligence publications are placed in one of two groups: 1. Group I products mist be submitted formally to DIA (DT-3) for review and approval by sub-element monitors. 2. Group II products must be reviewed by DIA but are published with departmental (Service) approval. (b) Responsibility for approval of Group II products has been delegated to the Commanding Officer. This demands that the highest standards of quality control be maintained in producing a fully coordinated and integrated product which reflects the command position. (c) Due dates established in the approval production schedule may be changed only through official correspondence between NISC-0001 and DIA. NISC-6O must participate in any production slippage in order to minimize impact on the approved production schedule. Revisions to the annual 4-14
NISCINST 3120.1A ; ; . 1D hay 7995 production schedule must he supported in detail. Generally, the only acceptable rationale for a slippage is significant changes in available resources, or unprogrammed quick-response (crisis) requirements. (a) To ensure coordination, departments will designate a production coordinator whose functions will inclwie close liaison with the Production and Tasking Division (NISC-0001). Production meetings will be held as required between departmental coordinators and NISC-0001 to review the Status of products, determine whether the production milestones are being met as scheduled, and to recommend remedial action as appropriate. (3) Project control status of production: (a) As updates to the Catalog of Approved Scientific and Technical Intelligence Tasks (CAST) are received, the Production and Tasking Division (NISC-000L) will issue project numbers to each task requiring primary or support action by NISC. (b) Upon promulgation of the annual S&T Intelligence Production Schedule, NISC-0001 will assign appropriate point work orders indicating the primary department and due dates for submission of the draft manuscript. Tasks involving NISC support to another agency will have only the basic continuing number entered in the system indicating the support to ke provided. Print dates for publications will conform to the DIA scheduled dissemination date. (c) When internal support is required, an Inter-departmental Support Task (IST) providing details of support and due dates required by the primary department will be forwarded by the department. c. Action: To ensure that production deadlines are met ani that quality control is maintained, NISC departments, with NISC-0001 assistance, will develop management procedures to provide for: (1) Realistic assessment of production resources available to meet annual schedule requirements. (2) A reflection of this assessment in responding to proposed DIA schedules. (3) Continuous review of each product, in coordination with DIA monitors, to determine the extent of change or update required ami the most efficient production technique or format to employ in maintaining the product. Recommendations for the cancellation of redundant, obsolete or minimal interest publicatiors will also be considered. (4) Identification of production problem areas and the application of timely remedial measures tr prevent production slippages. 402.8 NAVY TACTICAL WARFARE PUBLICATIONS (NWP) a. NWP~-O assigns production responsibility for the NWP-12 Series of publications to the Director of Naval Intelligence. NISC specific requirements include the following: 4-15
NISCINST 3120.1A “a oy 1985 ABSTRACTS OF SIGNIFICANT PRODUCTION Soviet Arctic Research (U) DST-1560S-34-81 PT-1560--02-01L JUNE 1981 SECRET-NOFORN Publication Dissemination Date: 14 June 1981 (U) This publication is a summary of Soviet Arctic research programs conducted by drifting ice stations, High Latitude Air Expeditions (HLAE), and Soviet Arctic research ships. These programs cover a large variety of disciplines such as the location and development of natural resources, Oceanography, geology, geophysics, glaciology, meteorology, sea ice studies, polar medicine, and the preparation of maps and charts for surface and subsurface navigation. The pupose of these programs is to unlock the vast economic and strategic potential of the Arctic for the Soviet Union by developing the Norethern Sea Route (NSR). (EXAMPLE ONLY) Figure 4-2 4-18
NISCINST 3120.1A UNCLASSIFIED co NISC WEEKLY WIRE CLASSIFICATION HISTORY AND FOREIGN DISCLOSURE RECOMMENDATION WEEKLY WIRE NO: PARA NO: DIG: Title of Article: () a CTA LL TT 1. () Basis for Security Classification of Article: Derivative Multiple Sources NISC Original Other (identify) 2. ( ) Source of information used: Proprietary Third country (identify) Navy No contract Attache(U.S., et al) Other (identify) 3. (_) Type of information used: (e.g., PHOTINT, HUMINT, etc.,) Decompar tment ed Sanitized Open source 4. ( }) FOREIGN DISCLOSURE: Releasable (NIC will specify nations) ___Not releasable Recommend release to: - ___ Originator precludes release ___ Sanitization authorized (instructions in remarks) 5. ( ) Remarks : ec rere Cs grea AO A ee rere nr reer GA st ES CC AE I Authors: a Approved : OFFICE SIGNATURE DATE UNCLASSIFIED Figure 4-3 4-19
NISCINST 3120.14 15 NOV 25 SMALL CONFERENCE ROOM __ ne TT: | SRS SASS ST LS STANDARD CONFIGURATION PODIUM zl CI LARGE TABLE U . f = STACKING ARM CHAIRS Oooo C] U Oo LU U “CREDENZA
LARGE CONFERENCE ROOM STANDARD CONFIGURATION [re 3rd LARGE oe eee PROJECTION FOLDING! ) STORAGE TABLE ROOM PODIUM ¢ STAGE 00000 LARGE | LARGE’ TABLE TABLE On SWIVEL ARM O00 one; un THEATER SEATS O NOTE: ALL STACKING ARM CHAIRS, EASELS, BLACKBOARDS, ETC. WILL BE RETURNED TO THE STORAGE ROOM. . Figure 4-5 | 4-21 NISCINST 3120.1¢ Pl ONG Y 1985 ween ner ene een ey meen re a ee ee ne pet eg Ne ree
NISCIN NP gg 20: 1A bind neh 203. AD HOC PRODUCTION The Production and Tasking Division (NISC-O001) is tre focal point for processing ad hoc taskings. These taskings are received from NIC via Production Tasking Forms or directly from various activities by messages, correspondence, memos amd telephone. If NISC is an info addressee on an action message or correspormence, NISC-0001 will assign anticipatory action prior to receiving NIC tasking. Upon receipt of a request, NISC-O00i asigns action to a staff/department, indicates supporting department(s), amd asigns the due date. NISC-0001 will assign the project number and other basic data required by the IRMS. A specific due date is assigned to all projects. A continuing due date may also be assigned to large scale projects in which NISC provides support to the consumer as data are received and analyzed, for which no specific milestones are established or required; however, these continuing numbers should be kept to a minimum. The due date appearing on the project task sheet is the date by which the completed response must be mailed or transmitted. Any changes to the assigned due date must be approved by NISC-000. . Unless otherwise advised, the action department will forward the requested information directly to the originator. The action department retains responsibility for maintaining an "Audit-Trail" on all tasking until the finished product is enroute. a. Due Date Assignment: The following guidelines are used by NISC-0001 for assignment of due dates: (1) Originator requests specific due date - NISC-0001 will retard internal due date to provide for mail delivery in time to meet originator's due date as follows: ORIGINATOR NISC DUE DATE* OPNAV/NIC/CBN/Other X minus one working day Washington Area Commands East Coast Commands X minus two working days West Coast Commands X minus three working days EUR/Hawaii/WESTPAC Commands X minus four working days *Originator's requested due date = X (2) Originator's request passed via message - if no specific due date requested, NISC-O00l will assign NISC due date in accordance with the message precedence as follows: PRECEDENCE NISC DUE DATE Immediate Same day Priority Three working days Rout iné Ten working days 4-22
NISCINST 3120.14 15 "9 1985 (3) On correspondence other than messages, if originator does not request specific due date - NISC-COOl will consult with department to establish reasonable NISC due date or 10 working days from receipt of correspondence, as specified by DNI Instruction 5216.2D may be assigned for task completion. (4) As a general rule, NISC-0001 will avoid assigning a due date falling on Friday to any project requiring a message or letter response to the originator. b. Extensions of Due Dates: Departments are required to make every effort to complete the required action by the originator's requested due date. No due dates on tasks originating outside NISC will be slipped unless the originator is formally notified via message, letter, telephone, or memo as appropriate of NISC's inability to perform the task by the date requested and the new estimated completion date provided. (1) Message Request: In the event that action cannot be completed by the assigned date, an interim reply will be made. When an interim reply is made, a new due date will be provided. The interim reply should te prepared and transmitted not later than the originator's requested due date. (2) Correspondence: If the task cannot be completed by the requested date, departments/staff will negotiate a revised due date directly with the requestor. (Reference: NAVINTCOMINST 3890.1B) (3) NISC-00O will not normally approve extension of the originator's requested due date without some indication that an interim response has been made, is being prepared, or is not required. c. Chop List for Responses: It is the responsibility of the department/staff originating the response to coordinate the product with other appropriate department/staff elements. ad. Closing Out Assigned Tasks: It is the responsibility of the action department /staff elements to expeditiously close out all tasks assigned a NISC project number upon their completion. The procedures outlined below should he adhered to in order to maintain an accurate status of all NISC projects: (1) Completed Tasking: Action departments submit IRMS project completion forms as soon as possible. The serial number, DIG, TCS, or other identifying number along with the date transmitted/mailed will be noted on the IRMS completion form. (2) Cancelled Tasking: In the event a tasking is cancelled, department/staff elements are required to submit an IRMS Form 2 for approval giving specific justification/details including persons contacted and dates. e. Assignment of Priorities: NISC-O001 will review each quick response tasking upon its receipt, determine its urgency, and assign a recommended priority in accordance with the following: "A" (Urgent) - These projects are of the highest priority. 4-23
NISCINST 3120.1A 15 NOY 1985 "B" (Priority) - These projects essential to national/Navy operational and planning requirements. "Cc" (Routine) ~ These projects substantially improve existing information and/or Navy effectiveness, and are to be expedited consistent with efficient employment of personnel and facilities. “H" (Hard) - These projects must meet the assigned due date to the time criticality of the request. "H" priorities which cannot be satisfied in the time allotted will be brought to the personal attention of NISC-O000 prior to negotiating a revised due date. “Blank" - No priority assigned. 404. CONFERENCES AND MEETINGS a. This section promulgates procedures for the use of command conference facilities. It covers those facilities designated as the Large Conference Room, Medium Conference Room, Small Conference Room, and Management Information Center (MIC). b. The following procedures will be followed for the scheduling and use of NISC conference facilities: (1) The schedule for the Large and Small Conference Rooms and the MIC is controlled by the Production and Tasking Branch (NISC-0001B). Conference facilities will be scheduled by date and time period on a first come, first served basis. Pre-emption of the schedule will occur only at the direction of the Commanding Officer. NISC-0001B should be notified of cancellations ina timely manner. As the MIC is designed to support the management element of NISC, it will normally be available only to the Commanding Officer, Executive Officer, Technical Director, and Department/Staff Element Heads. (2) The Large, Medium, and Small Conference Rooms ard the MIC are certified for all-source briefings and discussions. The outer door to the Large/Small Conference Room complex will be secured whenever properly cleared personnel are not present in the complex. Access to the complex can be obtained by contacting NISC outside security. It is the responsibility of the individual or department scheduling a conference facility to ensure that all persons in attendance are properly cleared for the material being briefed or discussed. (3) Individuals or departments scheduling the Large/Small Conference facilities are responsible for setting up the desired seating arrangement and returning the rooms to the standard oonfiguration after use as shown in figures 4-4 and 4-5. All trash (coffee cups, soda cans, etc.) will be placed in the trash receptacles provided. (4) Vugraph, carousel 35MM slide, and 16MM motion picture projectors are available for use in each conference room. Individuals or departments scheduling the facilities are responsible for providing their own projection equipment operators (remote controls for the carousel 35MM projectors are available). The projection equipment is pre-set for optimum performance, and 4-24
NISCINST 3120.14 To NAV 1985 will not be removed from the pre-set position. Unqualified personnel will not attempt to repair or replace inoperable equipment. The number to call to obtain the services of a qualified technician will be clearly posted in each projection room. c. The following responsibilities are assigned to the departments/staff elements indicated for the operation and maintenance of the NISC conference facilities covered by this section: (1) NISC-O001B ~- provide general oversight of and schedule the designated facilities. (2) NISC-60 - provide routine on-board maintenance of the projection equipment. Arrange for outside repair of equipment which is beyond the capability of on-board maintenance personnel to perform. Maintain adequate spares to ensure that the designed projection capability is maintained at all times. (3) NISC-OSP ~ provide for routine cleaning of the conference facilities by GSA personnel on a daily basis, and special cleaning (rugs, Grapes, etc.) as required. Prepare and monitor work requests for alterations/repairs to conference facilities other than projection equipment as required. 404.1. COORDINATION OF AND REPRESENTATION AT NISC BRIEFINGS a. NISC is frequently tasked to present briefings to high-level audiences for whom more than one NISC department is required to provide an input or briefer. A single senior NISC representative may be appointed for each such briefing. NISC-000 will coordinate the dry run, attend the presentation to ensure that the naval intelligence position is clearly defined, coordinate any follow-up action required, and provide a complete debrief to the Commanding Officer and others, as appropriate. This requirement also exists for the department head in cases where an analyst or analysts from a single department is briefing a high-level auidence outside the Naval Intelligence Command. b. “High-level audience" should be construed to mean that which includes flag rank or civilian equivalent attendees. Audiences which meet this criterion are CEB, CEP, DDR&E, OPNAV amd CNM flag officers, fleet CINCs, Service War Colleges, etc. This list is not all inclusive and requirements for provision of a command representative will be levied on a case-by-case basis. c. Concurrent with the dry run, a senior NISC representative will be assigned to attend briefings meeting the criteria outlined above. This representative may be the Conmanding Officer, Executive Officer, Technical Director, department heads or deputies, or other 05/06 officers, as assigned. The assigned representative will attend all pre-briefs and the presentation itself and provide any required follow-up and debrief DNI/DDNI and the Commanding Officer, as required. All requests for "nigh-level briefings" will be coordinated with the Commanding Officer. 4-25
NISCINST 3120.14 4 ENT 1985 405. GRAPHIC, PHOTOGRAPHIC, AND LITHOGRAPHIC/MULTIPLE COPY SUPPORT a. Background: Capabilities available in NISC include the preparation of graphic materials for briefings, publication illustration, or other purposes, photographic support in all phases of still photograpy including processing, printing, actual camera work, and lithographic/electrostatic printing and copying services. The Technical Services Department (NISC-60) provides these services through Publications Division (NISC-65) and Photographics Division (NISC-64). While the capacity of these divisions is not unlimited, the capabilities of the technical personnel assigned permit accomplishment of a wide variety of services to NISC and other government agencies, as may be directed. b. Discussion: Effective dissemination of intelligence data frequently requires the inclusion of graphic illustrations, photographs, and combinations of these forms of material in publications or use of these materials in combination with textual information in vugraph or 35mm transparency form for briefings. The provision of such materials, from conception to final product, can be only as effective as the input materials. While technical services are available to transpose data ani ideas into concrete visual aids ani materials, the personnel involved in the production of the final products seldom are capable or knowledgeable enough to "fill in the gaps" which might exist in originally-submitted materials. The originator must accept total responsibility for accuracy, currency, an] relevancy of the final graphic, photographic, or published materials. The information which follows is intended as a guide to originators of requests for graphic/reprographic services. It is not all-inclusive; close liaison with the technicians involved in the production of final materials is a necessity and is actively encouraged. c. Submission of Requests: All graphic/photographics requests are accepted directly by the Division/Branch involved in their production, with the provision that the requestor must provide the NISC Project Tasking Number for the project for which the materials are being requested. If materials requested are for a purpose/project for which no number has been assigned, requestors shall be required to request accomplishment of work via NISC Operations Department. NISC Operations Department will prepare required tasking paperwork, assigning a project number and overall task priority within NISC. The job request should be directed as follows: (1) Graphics Support - Graphics Section, Publications Division (NISC-65) : (a) Includes: vugraph preparation, original illustrations, preparation of graphic matter for publication, graphic design. (b) Requests for assistance in location of appropriate photos or illustrations, etc., should be directed to the Graphic coordinators, NISC-65. (2) Photographic Support - Photographic Services Branch (NISC-641): (a) Includées: photographic work of all types, classified SECRET or below. 4-26
NISCINST 3120.1A .o quand WED (b) Requestor will fill out standard Photographic Job Requests at the Production Control Desk of the Branch, with assistance if required froin the Production Control Personnel. (3) Special Photographic Support - Special Photographic Techniques Branch (NISC-642): (a) Includes all types of photographic work classified TOP SECRET or requiring special compartmentat ion. (b) Provides video recording of intelligence documentation. (c) Requestors will fill out Standard Photographic Job Orders as indicated above. (4) Lithographic/Electrostatic Printing/Mult iple copy service amd support services are provided through the Lithographics Branch (NISC-643) . (a) NISC-65 personnel are available as required to assist in determination of proper methods of preparation of materials for submission for reproduction by offset presses. Requestors are urged to contact the Print ing Specialist (NISC-65A) before final preparation of materials for reproduction. 1. Typed roughs of materials requested. 2. Overlay sheets on all photographs to be annotated. 3. Suggested/desired layouts and colors (if required) should be noted. 4. Maximum image area 7 1/2 x 91/2 inches. a. Minimize textual information - increase legibility when projected. b. Keep layouts simple ~ visibility and legibility enhanced. c. Use "key words" vice phrases wherever possible. da. Specify color only when it is necessary to provide emphasis which cannot he supplied in other ways. DO NOT USE COLOR ONLY TO PROVIDE COLOR. 5. Requests for production with less than three working days time will be "Xerox" reproductions, with diminished quality when compared to photographic reproduction, and NO COLOR CAPABILITY. (b) Drawings and photographs for publication illustration: 1. Submit request direct to the Graphics Coordinator (NISC-65) . 4-27
NISCINST 3120.1A 15 Nay 1985 2. Provide specific information concerning illustration desired. . (c) Original artwork, drawings, or design work: 1. Submit requests direct to Graphics Section (NISC-65). 2. No drawings provided larger than 20 x 24, to permit future micrographic reproduction/filing. 3. Be as specific as possible, including provision of “yough" sketches. (5) Photographic Services (apply to NISC-641 ani NISC-642) equally): (a) Request only work that has a true, valid purpose. (b) Review all requests to ensure that all requested photographs to be printed are of adequate quality to be of use as final products; eliminate fuzzy, grossly over - or under-exposed views, duplicate views, “might need someday" views. (c) Reduce required numbers of prints to minimum essential; however, request total numbers on original request - resubmission tends to overload the system unnecessarily. (d) Photographs intended for publication by NISC should not be color; when requesting copies or prints from negatives for this purpose, specify black-and-white. (e) When materials are submitted for direct reproduction as 35mm slides, they should not exceed 11 x 14 inches. If textual materials are included and a typewriter is used to prepare the original, the original image area should not exceed 4 x 6 inches, to maintain legibility of the information when projected. Avoid “over wordiness" - use key words/phrases, maximum line count of 16 per frame. (When the format is “vertical” - if horizontal, 13 lines maximum). , (i) Be as specific as possible in preparing the job requests - particularly when several different requirements are to be met in the course of accomplishing one request. (4) If questions exist as to feasibility, practicality, or ; proper materials to be requested for a job, contact NISC-64 prior to preparing final original materials or requests for photography. 406. INFORMATION RESOURCE MANAGEMENT SYSTEM The NISC Information Resource Management System (IRMS) is the primary vehicle used to provide the Commanding Officer and component departments/staff elements with management level data on key areas of concern. Successful implementation of IRMS, as outlined in reference (a), is critically dependent on strict adherence to standardized operating procedures. 4-28
NISCINST 3120.14 75 ROV 1985 a. Responsibilities. (1) The Operations Department. The Operations Officer (NISC-000) will serve as the IRMS Production Control Manager (PCM) as defined in references (b) ard (c). As such, he serves as the command focal point for the acceptance, validation, and scheduling of all tasking received by the command. Consequently, it is imperative that departments/staff elements accept no tasking without the knowledge of the PCM. In accomplishing the Production Control responsibilities, the Operations Department wills: (a) Provide formal notification of tasking to action/support offices, via the IRMS network, within one working day of receipt. Asa general rule, action will be assigned to the department /staff element that has overall responsibility for the topic area with support tasking to potential contributors, as appropriate. Support offices will not be assigned due dates, unless specified in the original tasking. It is the responsibility of the action office to determine the nature of the support requirement. (b) Adjudicate all requests for tasking modification (FORM 2) to include changes in assignment, due date(s), and associated support requirements. Requests for modification will be reviewed by 1100 each working day and decisions made in accordance with the following: 1. Action/support assignment - the Operat ions Officer/Deputy Operations Officer are designated as the sole agents for the Commanding Officer to authorize modifications to assigned tasking action/support roles. 2. Due date(s) - the Production/Tasking Division (NISC-0001) shall approve routine requests for changes to due date(s), but such changes first should have been negotiated with the requestor's point of contact. If the request is of a non-routine nature, approval authority rests with the operat ions /Deputy Operations Officer. 3. Approved change requests will be reflected by an automatic modification to the task in the IRMS network. Disapprovals will remain in the system unadjudicated with an "N" indicated in the FORM 2 approval block. In the case of disapprovals, the requestor shoud contact the Operations Department to determine the reason for disapproval. (c) Maintain and provide, as required, relevant production control data necessary to support decision making/reporting requirements of NISC managers and other components of the intelligence community. (a) Serve as the command focal point for the addition/deletion of project tasking codes. (e) Develop and promilgate Production Control policy and guidance in accordance with references (b) and (c). (2) Department/Staff Elements. Each department/staff element is responsible for establishing procedures that ensure the expeditious notification ami response of cognizant action/support personnel. Specifically, departments/staff elements shall: 4-29
NISCINST 3120.1A 15 nov 1985 (a) Take appropriate action on assigned tasking. (b) Initiate liaison with support offices to establish the scope and schedule of the support desired. (c) When required, submit requests for tasking modification, via the IRMS network, to the Operations Department for adjudication. In the case of routine tasking, modification requests should be submitted with adequate lead time but, in no case, less than two working days before the specified due date. Requests will be adjudicated in accordance with the procedures outlined above. (a) Submit requests for the addition/deletion of project codes to NISC-000 via NISC-0003. These requests should be submitted by memorandum and should include an appropriate statement of justification. References: (a) IRMS Transition Plan (b) IRMS Management Plan (c) IRMS Functional Description 407. INTELLIGENCE COLLECTION REQUIREMENTS a. The Naval Intelligence Support Center routinely has about ten Intelligence Collecton Requirements (ICR) and one-hundred Continuing Intelligence Requirements (CIRs) validated by the Defense Intelligence Agency and levied on various elements of the intelligence community. The Command also has about 314 active Source Directed Requirements (SDRs) that are levied on various sources. b. A requirement exists to periodically review am re-write validated ICRs/CIRs to achieve the following: (1) Eliminate satisfied requirements ani re-state current requirements as one-line items. (2) Update guidance, background, releasability, tasking, data flow, etc. c. Source Directed Requirements are normally cancelled after source has been interviewed. a. NISC-OOO1A will identify ICRs/CIRs requiring action on a monthly basis. Department heads will assign action to the cognizant divisions for review ami action as indicated and return to NISC-OQOO1A by the date requested. 408. INTELLIGENCE INFORMATION REPORTS (IIR) EVALUATIONS a. kequests for evaluation of Intelligence Information Reports (IIRs) are received from reporting agencies, Commander, Naval Intelligence Command (COMNAVINTCOM) and the Defense Intelligence Agency (DIA). The evaluation of all IIRs in response to NISC-originated Intelligence Collection Requirements (ICRs) anid Source Directed Requirements (SDRs) is required. IIRs responiing to NISC-originated Continuing Intelligence Requirments (CIRs) will be 4-30
NISCINST 3120.1A evaluated when requested ry the collector or when selected hy COMNAVINTCOM or DIA collection managers for evaluation. Analyst's “initiative evaluations/selected by analyst" will be as determined by individual analysts. Coordination of this process is required in order to achieve consistency and completeness in all NISC evaluations of IIRs. b. Action: The following procedures will be followed: (1) Message Evaluations. IIR evaluations will be submitted in the message format of DD Form 1480. If message transmissions are not feasible, the hard copy version of the DD Form 1480 format will be authorized ona case-by-case basis as requested from and approved by DIA AT OPS. Guidelines include: (a) Evaluations which contain urgent, time-sensitive information or guidance requiring expeditious transmittal to the collector will be in message format. (b) An IIR message received in response to a NISC-originated ICR, or CIR (CIR response must request evaluation), will be evaluated in message format within 10 working days after receipt by the department that originated the requirement. (c) Message evaluations will be prepared within 10 working days by cognizant departments on all IIRs requiring evaluation from the following sources : 1. USDAO Moscow “2. NW Munich) 3. COLOP or new reporting 4. Current high interest reporting (d) Information addresses on all message evaluations must include COMNAVINTCOM WASHINGTON DC, DIA WASHINGTON DC//AT-OPS//, and those intermediate commands as applicable (Ref. Para 7 of DIAM 58-13). (2) Routine Evaluations. Routine evaluations are submitted in message format unless an exception has been authorized by DIA. (a) IIRs (with all enclosures) received on DD Form 1396 in response to a NISC-originated ICR will be submitted in message format. Responses are due within fifteen working days of the receipt of the IIRs. (b) IIRs (with all enclosures) received on DD Form 1396 in response to a NISC-originated CIR and containing a request for evaluation will be submitted in message format. Responses are due within twenty working days of the receipt of the IIRs. (IIRs responding to NISC-originated CIRs do not require evaluation except as noted above.) (c) IIRs selected by COMNAVINTOOM or DIA collection managers will be evaluated as requested when all enclosures have been received/translated as required. 4-31
NISCINST 3120.1A 15 ay i985 (d) ITRs selected by analyst (analyst initiative) will be submitted in message format in accordance with paragraph 4b(3) of enclosure (1) to COMNAVINTCOMINST 3820.6 series. (e) An IIR in message or Form 1396 format received in response to a NISC-originated SDR will be submitted in message format when the SDR reference is followed by the parenthetical word completed and in accordance with paragraph 4a(5) and 6b(3) of enclosure (1) to COMNAVINTCOMINST 3820.6 series. (f) Classification/declassification instructions, control markings, including paragraph releasability/disclosure, when applicable, will be entered in appropriate blocks. (3) Departments will evaluate IIRs that respond to requirements that were originated by the department (including the completion of all entries and typing of message equivalent). (4) The designation of a department or departments to evaluate IIRs selected by COMNAVINTCOM or DIA collection managers or collectors initiative IIRs will be determined by NISC-OOO1A. (5) Evaluation of IIRs that respond to more than one NISC-originated requirement: (a) Departments will evaluate only those portions of an IIR that respond to the department's originated requirements except as noted in paragraphs 6a,b-and c of enclosure (1) to COMNAVINTCOMINST 3820.6 series. (6) If an IIR is not under the department's cognizance or misdirected, return it to NISC-OOO1A indicating reason. (7) All evaluations will be forwarded via NISC-0001A for control and accountability. (8) Release Authority: (a) Evaluations containing highly laudatory or derogatory comments will be forwarded via NISC-O00O for the Commanding Officer's signature. (b) Departments will release message evaluations except as noted above. (c) Evaluations requiring releasability/disclosure approval (see paragraphs 4 and 5 of COMNAVINTOOMINST 3820.6 series and para 6c(19) of enclosure (1) to COMNAVINTCOMINST 3820.6) will be forwarded via NISC-OOO1A for classification, review, control and accountability prior to release. (9) Format: (a) Message evaluations will be prepared as outlined in enclosure (1) to COMNAVINTOCOMINST 3820.6 series. 4-32
NISCINST 3120.14 T Flete @ (b) Analysts are encouraged to perform composite evaluat ions (two or more IIRs) if the IIRS conform to all the requirements set forth in paragraph 6b of enclosure (1) to COMNAVINTCOMINST 3820.6 series. (c) "Of No Value" evaluations are discouraged. Such evaluations must be fully substantiated prior to release. 409. COMMAND HISTORY a. In order to coordinate all NISC historical matters, the position of NISC Historian has been established. The primary duties of the NISC Historian will be to coordinte the inputs for the preparation of the annual Command History,,as required by OPNAVINST 5750.12B, collect other NISC historical material of importance and to establish and maintain a NISC historical data base. The position of Historian is assigned as a collateral duty. All historical matters pertaining to NISC and its predecessors are to be coordinated with the NISC Historian. b. The focus of the NISC command history should be centered around those activities that relate to the command's primary mission or program. Each office/department is however, encouraged to be resourceful in developing those occurances within its functional area so as to provide meaningful inputs to the Command History. c. The following General and Specific instructions will serve as guidelines to each NISC office/department as to what is expected as each contributes to the Command History effort. (1) General: (a) Each department will designate an individual to serve as Department Historian and provide the Command Historian with the name of that person. (b) Each Department Historian will coordinate as necessary, to insure that all functions activities within that department are evaluated to determine the suitability of such development as a NISC Command History item. The art of being brief, concise and to-the-point will be exercised throughout the report. (c) Submissions for the Command History or historical data base may be made at anytime considered appropriate. However, annual departmental submissions are required to the Command Historian not later than 1 February of the following year. (2) Specifics: (a) Executive Officer (NISC-01): This office will provide, at a minimum, a photograph and biography of the Commanding Officer, and other photographs and biographies as deemd appropriate for the Command History. A narrative command mission summary statement will also be furnished by this office. Finally, a recognition statement from the Commanding Officer to alli NISC employees during the year covered. 4-33
NISCINST 3120.1A Te HOV 1985 (b) Operations Department (NISC-000): This department will provide the Command Historian with copies of schedules of all NISC significant meetings and briefings to include changes as they occur. (c) Office of Foreign Materiel (NISC-OFM): This office will, by 1 February, in addition to its regular submission provide the Command Historian with a list of significant foreign materiels exploited or approved for exploitation during the preceeding year. (d) Resource Management /Comptroller (NISC-OOR): This office will, by 1 February, in addition to its regular submission for the Command History, provide the following: 1. The amount of the NISC operating budget for the previous calendar year - being as specific as allowable under the overall document classification restriction of SECRET. 2. A depiction of the military and civilian manpower structure for the beginning and end of the previous calendar year. A breakdown by office/department that equals to the command total strength is desirable. (e) Naval Warfare Capabilities Department (NISC-OOW): This department will, in addition to its regular input to the Command History submit by 1 February, threat assessments and a complete list of all Weekly Wires published hy NISC in the preceeding calendar year. This list should be broken down by Wire Number and within each Wire by title and author. (£) Technical Services Department (NISC-60): This department will, in addition to its regular Command History input, submit by 15 February of each succeeding year, the following: 1. A complete list of all publications produced by NISC during the preceeding calendar year for inclusion as an appendix in the Command History. The list shuld be broken down by categories of publications, i.e., Threat Assessments, Books, NAVSTIR articles (arranged by issue), Naval Intelligence Technical Summaries (NITS), Case. studies, and any other applicable categories. Only long titles, followed by short titles, of the publication should be inclwied. 2. One set of photographs of all major NISC functions. - Change of Command Ceremonies - Ropeyarn Events - Christmas Social/Party - Other events as appropriate 3. Graphic support as required. (g) Questions pertaining to NISC historical matters should be referred to the Command Historian for resolution. 409.1 COMMAND HISTORY FORMAT The format below should be closely adhered to. If there are sections that do not apply, enter to work "(NONE)" for that section. For example, "III PERSONNEL CHANGES - “(NONE)"." — hanB4