DEPARTMENT OF THE ARMY OFFICE OF THE ASSISTANT CHIEF OF STAFF POR INTELLIGENCE ANNUAL HISTORICAL REVIEW (0) (RCS CSHIS-6 (R3)) 1 OCTOBER 1980-30 SEPTEMBER 1981 * ov ( MULTIPLE SOURCES CLASSIFIED FYe WART ING NOTICE —______—__ . INTELLIGENCE SOURCES AND METHODS INVOLVED REVIEW ON: _3) Dee noes NOT RELEASABLE TO FOREIGN NATIONALS
"UNCLASSIFIED TABLE OF CONTENTS SECTION 1. INTRODUCTION Mission . « .« « « -« leadership »« «© «.« « « Staff Action Control. . Organizational Changes . Manpower Authorization . location . . « « «© « cf e e ° e CJ e e o e e e e e ° td e a e e a e e e . SECTION 2. INTELLIGENCE SYSTEMS General .~ .« «© «© 26 2 © «© «© «© © Intelligence Systems Integration Division . .« . 2. « « « Signals Intelligence Division . Human Intelligence Division . Imagery Intelligence Division Long Range Planning Office. . s e a e . e e ° s a e e a e e . e e e oJ SECTION 3. COUNTERINTELLIGENCE AND SECURITY An Overview of Fy 1981 . . 2. 2. 2 « « Organizational Changes . . 2. 2. 2 @ « Significant Activities . .« .« .« .« « -« SECTION 4. FOREIGN INTELLIGENCE An Overview of FY 81 o 8 80 © 0© © « Organizational Changes and Key Personnel. . .« 2«© « «© « «© © « « Significant Activities . 1. 2. « « «6 « SECTION 5. FOREIGN LIAISON Ge ner al eo s e eo e e e Cd * se e e Significant Events © © © © © © «© SECTION 6. INTELLIGENCE RESOURCES MANAGEMENT An Overview of FY 1981 . . 2. «2. 2 © « Organizational Changes . » «© «© «© «© Personnel and Administrative Services Division e e ° . e ° e e e e e Program Budget/Management Division . . . UNCLASSIFIED Au Whe ay DUE Wp Wh Fe N Re fw 1-1 1-1 1-3 1-3 1-6 1-6 2-2 2-22 2-32 2-37 2-41 3-1 3-5 4-1 4n2 4-3 x1 5-2 6-1 6-1 6-9 10d
UNCLASSIFIED Paragraph SECTION 7. INTELLIGENCE AUTOMATION MANAGEMENT An Overview of FY 1981 . . 2. 2. 2. «6 © -« 1 Organization and Key Personnel . 2. 1. . . 2 Significant Activities .~ . .« .« « .«.« « « 3 SECTION 8. SPECIAL PROJECT TEAM (Litigation) An Overview of FY 1981 . 2. .« © «© « « « 1 Organizational and Key Personnel Changes . . 2 Significant Activities . . .« .« 2» .o« « -« 3 Bi blio gra phy e e e e ° ry e e ° e e 4 SECTION 9. US ARMY INTELLIGENCE OPERATION DETACHMENT General . 2. « « © «© «© © «© « Inspector General . . 2. «© « « « OACSI Watch Office o © © © © «@ Project Manager's Office (Red Team) . Current Intelligence Division. . . oo e « @ o ¢© © © @ Ww & Wh he ANNEX I. OACSI MANPOWER RESOURCES o © © «@ « ANNEX II. GLOSSARY °° © © © ee © © © «© ANNEX III. OFFICE SYMBOLS . . «© «© «© «© «© « OACSI Circular No. 340-1, dated 1 November 1979 OACST Circular No. 340-9, dated 1 November 1980 ANNEX IV. ORGANIZATION CHARTS . 2. «© «© « « « 1 August 1980 * e s® a cd e e e e CJ e 16 March 1981 © e e e e ° s e e e e 20 July 1981 e a e e e e e . Cd e e ii ‘UNCLASSIFIED Page 7-1 7-1 7-2 8-1 8-3 8-5 I-1 II-1 IlI-1 TII<-2 III-5 Iv-1l Iv-2 IV-3 IVv-4
INTRODUCTION (U) 1. (U) MISSION. The mission of the Office ur tne Assistant Chief of Staff for Intelligence (QACSI) is to provide professional and administrative staff support to the Assistant Chief of Staff for Intelligence (ACSI). The ACSI, as a member of the Army General Staff, is responsible for overall coordination of the intelligence and counterintelligence activities of the US Army. The ACSI is the Amny observer and representative on the National Foreign Intelligence Board, the Amsy member of the Military Intelligence Board, Chairman of the Army Classification Review Board, and the Signals Intelligence (SIGINT) focal point for the Anny. In discharging these responsibilities, equitable consideration is given to the Active Army, _ Army National Guard, and Army Reserve. Within the scope of assigned responsibilities, the ACSI has a relationship to the Chief of Staff corresponding to that of a Deputy Chief of Staff. A more detailed statement of the functions and responsibilities of the ACSI is contained in AR 10-5, Organization and Fimctions--Department of the — 2. (U) LEADERSHIP a. (U) Major General Edmmd R. Thompson was the Assistant Chief of Staff for Intelligence during the entire FY 1981 period, a position he has occupied since August 1977. The Deputy Assistant Chief of Staff for Intelligence (DACSI) at the begiming of the fiscal year was Brigadier General James E. Armstrong, who occupied that position until 106
UNCLASSIFIED 30 March 198]. Brigadier Gereral William E. Qian was assigned to OACSI on 23 March 1981. He became the DACSI upon the departure of Brigadier General Amnstrong and served in that position for the renainder of the reporting period. Colonel Sydney T. Weinstein was assigned to the position of OACGSI Executive on 1 February 1980 and served until his reassigment to INSOM on 2 June 1981. He was succeeded as QACSI Executive at that time by Colonel John C. Lamb, former OACSI Inspector General. Colonel Lamb served as the AGI Executive until 31 August 1981 when he was reassigned fron OAGI. Colonel William D. Fritts succeeded Colomel Lamb on 31 August 1981 ard served as QACSI Executive for the remainder of the reporting period. b. (U) Mr. Herbert W. Taylor, Special Assistant to the AGI, retired fran federal service on 11 July 1980. On 26 October 1980 Mr. Merrill T. Kelly officially assumed the duties as Special Assistant after acting in that capacity since the retirement of Mr. Taylor. The Special Assistant advises and assists the ACSI on all matters pertaining to intelligence and counterintelligence. He also serves as the Rinctional (Chief's Representative on all civilian career _ intelligence personnel matters. The position of Special Assistant for Human Systems, formerly occupied by Mr. Kelly, was eliminated when Mr. Kelly was officially assigned to the position of Special Assistant. c. (U) Personrel who served in other key leadership positions in the period 1 October 1980 - 30 Septermber 1981 are listed below: Direct:or of Intelligence Systems Brigadier Gereral R. W. Wilmot 1 Oct 80 - 30 Sep 81 1-2 107 "UNCLASSIFIED tee hab
“UNCLASSIFIED Director of Counterintelligence Colonel W. B. Guild 1 Oct 80 - 27 Jul 81 Colonel D. P. Press 2 Jul 81 - 30 Sep 81 Director of Foreign Intelligence Colonel N. S. Wells 1 Oct 80 ~ 30 Sep 81 Director of Foreign Liaison ; Colonel H. L. F. Chirg 1 Oct 80 - 30 Sep 81 Director of Intelligence Resources Management Colonel J. M. Bryden 1 Oct 80 ~ 30 Sep 81 Chief, Intelligence Astanation Managenent Office Colonel J. P. Timlin 1 Qt 80 ~ 30 Sep 81 inspector General Colonel J. C. Lamb 1 Oct 80 - 1 Jun 81* *Note: QACSI IG Office was disestablished effective 1 June 1981. 3. (U) STAFF ACTION CONIROL. The control of staff actions in OACSI is the responsibility of the Staff Control Office (SAQ)) which canes under the direct supervision of the Executive. SAQ thus provides the agency point of entry and control for joint and unilateral staff affairs, and maintains the QACSI susperse control systen. SAM continued to perform its role on the OACSI staff with little or m change in its mission, functiors or procedures. 4. (U) ORGANIZATIONAL CHANGES. There were several significant ceganizational changes in QACSI in FY 1981. a. (WU) Transfer of US Amy Special Security Group to INSCM. (1) (U) O& 21 July 1980 the Vice Chief of Staff, Amy (VCSA), 1-3 103 "UNCLASSIFIED
“UNCLASSIFIED approved a number of recommendations resulting from the Intelligence Organization and Stationing Study (IOSS) Relook completed during the first half of CY 1980 umder the auspices of the Director of Management, OCSA. One of these recommendations dealt with the division of responsibilities between INSOOM and QACSI concerning the administration of sensitive compartmented information (SCI) security programs within the Army. INSCOM and OACSI were jointly tasked by the Director of Mmagement to develop a plan to resolve issues related to SCI program administration. (2) (U) Deliberations between OACSI and INSCOM representatives regarding the delineation of SCI responsibilities and the subordination of SSG exposed a mumber of alternatives which were fully considered in formulating a position on the matter. These alternatives were: Alternative No. Subject 1 Retention of the Status Quo 2 Resubordination of SSG to INSCOM 3 Assignment of Special Security Office Functions to major A commands (MACOM) 6 Placement of SSG's Special Security Command (SSC), INSCOM, under the Operational Control of TNSCOM (3) (WU) On 28 August 1980, Major General Thompson, ACSI, and Major General Rolya, Commander, INSCOM, agreed to recommend the approval of Alternative 2. - (4) (U) On 29 August 1980, the OACSI/INSCOM agreed upon plan UNCLASSIFIED: 14 109
UNCLASSIFIED includirg alternatives was submitted by the ACSI to the Director of Managenent, OCSA, for approval, i.e., transfer of SSG to INSGM mt later than 1 October 1980. (5) (U) Om 10 September 1980, Major Gereral Greer, Director of Management, returned the proposal to ACSI for execution. Accordingly, Permanent Orders 19-1, OACSI, 23 September 1980, and General Orders No. 12, HOA, 6 Cctober 1980, transferred SSG to INSOM effective 1 October 1980. (bo) (U) Transfer of Orrrent Intelligence Division, ITAC, INSOM, to QACSI. Another action steming from the I0SS Relook was the transfer of the Grrrent Intelligence Division (CID), of the US Amy Intelligence and ‘Threat Analysis Center (ITAC), INSQM to QACSI. The decision to transfer CID was documented in memorandum, DACS-DMA, signed by General John W. Vessey, Jr., VCSA, dated 14 Qtober 180, subject: Assignment of the Amy's Scientific and Technical Intelligence Production Activities. For additional details regarding the CID see Section 9. (c) (U) Disestablishment of the OACSI Inspector Gereral Office. With the transfer of SSG to INSOM on 1 October, QACSI no longer had field activities which required the contimation of the QACSI IG Office. The ACSI, therefore, decided that the office should be disestablished. The IG Office ceased operations on 10 April 1981 and was disestablished effective 1 June 1981. Additiomal infomation on the activities of the IG Office is contained in Section 9. @) (U) Retention of the Red Team as an OACSI Activity. 1-5 “UNCLASSIFIED
UNCLASSIFIED Although this action does not represent a change, it is-worth noting in this report that as a result of the I0SS Relook, the VGA directed that the Red Tean remain subordinate to the ACSI. This decision was documented in the same VCSA menorandum referred to in subparagrajh (b), above. Additional details on the activities of the Red Tean, also known as the Project Manager's Office (Red Tean), are contained in Section 9. 5. (U) MANPOWER AUTHORIZATION. a. (U) The manpower authorizations for the staffing of the QACSI departmental staff and its subordinate unit at the beginning and end of FY 1981 were as indicated below. A detailed audit trail of these manpower spaces is provided in Annex l. BEGIN END FY 1981 FY 1981 QACSI (Departnental Staff) 208 208 Field Operating Agency 56 88 (100) TOTAL 264 296 b. (U) In addition to the above programed authorizations, OAGI was authorized a temporary overstrergth of five military personnel tTeduced to four in June 1981, for the Specail Project ‘Tean (litigation). See Section 8 for information on this team. 6. (U) LOCATION. In FY 1980 the entire staff of OAGI, and all elenents of the US Ampy Intelligence Operations Detachment continsed to be located in the Pentagon, Arlirgton, Virginia, with a mailing address of Washington, DC 20310. 1-6 til "UNCLASSIFIED
SEERA SECTION 2 INTELLIGENCE SYSTEMS (U) 1. (U) GENERAL ae (U) The Directorate of Intelligence Systems (DAMI-I1S) is organized in four divisions and a Long Range Planning Office. The divisions are: Intelligence Systems Integration Division Signals Intelligence Division Human Intelligence Division Imagery Intelligence Division be (U) The Director of Intelligence Systems at the beginning of the fiscal yeer and for the entire reporting period was Brigadier General Richard W. Wilmot, who had served in that capacity since 8 July 1980. Mr. R. H. Smith served the entire reporting period as Deputy Director for , Intelligence Systems for Analysis and Applications. d. (U0) The FY 1981 highlights and significant events for the Long Bange Planning Office and each division of this directorate are discussed in subsequent paragraphs.
"UNCLASSIFIED 2. (U) INTELLIGENCE SYSTEMS INTEGRATION DIVISION (DAMI-ISI). ae (U) An Overview of FY 1981. The division was involved in diverse actions concerning many aspects of intelligence. Some significant actions are highlighted below and expanded on or addressed individually in succeeding subparagraphs. (1) (U) Force modernization, structuring, activations and planned activations. Actions in these areas progressed in both Active Army and Reserve Component (RC) units. The primary thrust of modernization was structuring tactical MI and Army Security Agency (ASA) units into the Combat Electronic Warfare and Intelligence (CEWI) organizational format. Details of conversion of present military intelligence (MI) battalions into MI (CEWI) battalions are discussed in this report. Activation schedules and ether planned conversions to modernize the intelligence unit structure in consonance with Total Army Analysis are also included. (2) (U) Intelligence Organization and Stationing Study (10SS) Relook. The MI and ASA force modernization program is on schedule. OAGI continues to seek solutions to problems. (3) (U) Army Regulations. The key US Army Reserve (USAR) Army Regulation, i.e, AR 140-192, Organization, Training, Assignment and Retention Criteria for Military Intelligence, Signals Intelligence, Electonic Warfare and Signal Security Units, was promulgated in April 1980. A revised AR currently being staffed will include Army National Guard (ARNG) units and will also be switched to the -135 series. 2-2 ‘aah fore UNCLASSIFIED
SECRET (4) (U) JCS Mobilization Exercise. Pre-exereise detailed planning for the biennial JCS mobilization exercise titied PROUD SPIRIT/MOBEX 80 began in April 1980. Pert of the planning included publication of a Standard Operating Procedures (SOP) for OACSI personnel assigned to the Army Operations Center (AOC) during exercises or emergencies. This worldwide exercise was conducted in November 1980. The DA After Action Report was promulgated during June 1981. (5) (U) The Intelligence Officer Specialty Restructuring Study was incorporated into AR 611-101, Commissioned Officer Specialty Classification System, by Change 10, 15 December 1980 and effective in March 1981. Seventy-two Intelligence Management, Specialty Code 30, positions were established. (6) (U) Foreign Area Officer Specialtly Training. Foreign Area Officer Specialty (FAOS) overseas training was conducted in 30 countries and involved a total of 125 students. Planning for new FAOS programs, budget increases and solution of program problems are addressed in paragraph 2c(10)- (7) (0) REDIRAIN. The updated Tactical Intelligence Readiness Training (REDTRAIN) program was promulgated in AR 350-3, Tactical Intelligence Readiness Training, dated 15 Jamary 1980. Interface with MACOM's, FY 1981 initiatives, managerial/budgetary aspects and problem areas are addressed in paragraph 2c(11). (2 y : ee 7 23 1i4 sane WEY TAY BS
ay #66 Aeas _ (0) Foreign Intelligence As sistance. The Foreign Intelligence Assistance Program (FIAP) of the US Army continued to assist friendly foreign countries in development of military intelligence capabilities during FY 1981. TRADOC, USAICS, INSCOM and other agencies assist OACSI's efforts. Details are listed in paragraph 2c(13). (10) (U) All Source Analysis System. The division role in the development of the Army's All Source Analysis System (ASAS) is depicted in paragraph 2¢(14). (11) (0) Other Projects. The numerous protects requiring participation by divisional personnel are listed in paragraph 2c(15). Command, Control, Communications and Intelligence (c72) and automated systems comprise a significant effort by the division. b- (U) Organization Changes. The following changes occurred during FY 1981. (1) (U) Effective 1 January 1981, Colonel John Pattison became Chief, Intelligence Systems Integration (-ISI) Division, succeeding Colonel Charles Alston, who retired on 31 December 1981. Effective 1 July 1981, Colonel Wayne Worthington assumed duties as Divisicn Chief; Colonel Pattison 115
"UNCLASSIFIED departed on leave prior to attendance at the US Army War College, Carlisle Barracks, Pennsylvania. (2) (U) Other personnel changes were the loss of Major John Hay and Major Norman Blaylock. Division gains were: Major Alexander Okimoto, Major Thomas Sullivan, Lieutenant Colonel Robert Metzger, Major William Craig, Major Darrell Walker and the assignment of an intern, Mr8. Virginia Jiminez during June 1981. (3) (U) The division had no major organizational structural changes. Ce (U) Significant Activities. The Intelligence Systems Integration Division performed those functions assigned by OACSI Regulation 10-4. Significant actions are listed below. (1) (U) Force Modernization of Reserve Component Intelligence Units. As the first activations of MI (CEW1) battalions and companies drew closer, plans for stationing were becoming solidified. The MI Group (Corps) unit programmed in Total Army Analysis 87 (TAA-87), a Headquarters and Headquarters Detachment and one Aerial Exploitation Battalion (AEB), were earmarked for the newly formed I Corps. To handle the task of hard skill maintenance and enhancement posed by the new intelligence organization, the concept of Consolidated Training Facilities (CTF) was proposed. CTFs are centralized training centers, staffed by a full-time cadre of instructors with a Secure Compartmented Information Facility (SCIF). Reservists are to be transported to the CTFs from a broad geographic area nine weekends a year using REDTRAIN funds. Two pilots CTFs were scheduled to start operations the first of FY 1982, one in St. Paul, Minnesota, and one in Austin, Texas. Within the next two years, a total of seven to nine CTFs will be created to cover all of CONUS. [UNCLASSIFIED 2-5 { rane o>
EE EEEETEDIE'S:S= =e "UNCLASSIFIED (2) (U) Force Modernization of Active Army Intelligence Units. (a) (U) Programmed conversions of MI battalions (division) continued with MI battalions being formed to support the 2d Infantry, 3d Mechanized, 8th Infantry, and 24th Mechanized Divisions. A total of ten Active divisions are now supported by MI bactalions. See Figure 2-1 for the Corps and below MI program. - (b) (U) HQ INSCOM assembled a special study team to define the Echelons Above Corps (EAC) intelligence requirements for both peace and war. Final results will be briefed at HQDA during December 1981. (3) (U) Intelligence Organization and Stationing Study (10Ss) Relook. A meeting by the I0SS Sub-Group to the Army Electronic Warfare Intelligence Committee (AEWIC) was held on 29 Jul 81 to update the status of the approved recommendations of the KOSS Relook Final Report. The following are highlights of completed and ongoing actions. (a) (U) The force modernization of MI and ASA units into CEWI type units is on schedule. (b) (U) A completed plan for the integration of INSCOM Army Field Station personnel into USAREUR tactical units has been approved by DIRNSA. (c) (U) A review of training facilities/resources at Fort Devens has revealed limitations within the TRADOC training base. OACSI has been tasked to take the lead to evaluate the problen. (4) (U) BQ INSCOM has submitted an unfinanced requirement (150K FY 1982 and FY 1983) to review and develop the program for acquisition of upgraded tactical SSO equipment. ‘wah [afl ~S 2-6 "UNCLACCIEIEN
UNCLASSIFIED (4) (U) Revision of AR 140-192 Organization, Training, Assignment and Retention Criteria for Military Intelligence, Signals Intelligence, Electronic Warfare and Signal Security Units. The pubication of a revised AR 140-192 in April represented the culmination of four years work. The regulation prescribes criteria for enlisting, selecting, assigning, retaining, and training members of the United States Army Reserve (USAR) Military Intelligence (MI), Signals Intelligence (SIGINT), Electronic Warfare (BV), and Signal Security (SIGSEC) units. The AR is currently being revised. Publication as AR 135-192, with the same title, is expected during 1982. 2-7 (UNC! Acerrien
(U) ACTIVATION SCHEDULE FO Fy8l MI Co (CEWL) 6th CBAC (Sep Bde/ ACR) MI Bn (CEWI) 2d Inf Div (Div) 3d MECH Div 8th MECH Div -* 24th MECH Di MI Gp (CEW1) (Corps ) (ql) (U) (2) (U) (3) (U) (4) (U) (5) (U) Total s: FY82 193d Bde 194th Bde 3d ACR 5 RC Co's(l) lst CAV Div Sth MECH Div 9th inf Div 10lst AMB Div 2 RC Ban's (1) 111 Corps XVIII Corps RC AE BN(2) 2 RC AS Co's (3) 'UNCLASSIFIED (as of 30 September 1981) FY83 FY84 197th He 2d ACR llth ACR 5 RC Co's (1) 7th Inf Div 2 RC Bn's (1) 25th Inf Div 3 RC Bn's(1) V Corps V Corps VII Corps Gp, HHD(5) Ags (4) USAR units supporting NG Combat units. NG/USAR AEB to support West Coast Corps. NG Aviation Company (Aerial Surveillance); AC AEB to support CDR USFK/CFC. USAR unit for C&C for West Coast Corps MI Gp. AC - 4 MI Gps; 1 AEB; 16 Div Bne; 8 MI Co's NG - 1 AEB; 2 Aerial Surveillance Co's USAR - 9 Div Bn; 10 CEWI Co; 1 CEWI Gp, HHD 611 Figure 2-1 2-8 [UNCLASSIFIED R TACTICAL INTELLIGENCE MODERNIZATION PROGRAM (CEW!) FY85 FY86 FY87 172 Bde 1 Rc Ba(l) 82 RC Bn (1) one to round-out V Corps AEB; one to round-out XVIII Corps AEB.
"UNCLASSIFIED (5) (U) PROUD SPIRIT/MOBEX 80. The biennial JCS mobilization exercise was conducted during the first month of FY 1981. It marked the first time that a majority of the CONUS military intelligence structure COACST, INSCOM, FORSCOM) participated in MOBEX pre-exercise planning in an active, coordinated manner. In general, the exercise allowed the participants to review the intelligence support provided at each echelon during a period of mobilization. For OACSI, MOBEX 80 provided a mechanism to review its internal staff procedures and its coordination activities with JCS, the other Services, DIA, NSA and OSD. In terms of the Army's intelligence system and the support it provides mobilizing troops, the exercise did not surface any new intelligence issues. However, it did resurface most of the issues identified in MOBEX 78. The reason for this situation could be traced to the scope of the subjects. Ali recurring issues were either Army-wide or required active JCS, other Service, or ODS involvement in their resolution. In contrast to the system-wide results, OACSI post-exercise evaluation led to the realignment of exercise activities from DAMI-FIO to DAMI-ISI; it also led to the publication of a SOP for OACSI augmentees to the Army Operations Center, and exercise planning document for future MOBEX'’s. Lastly the exercise confirmed the need for two MOBDES officers (on a six-month tour) to assist the DAMI-ISI action officer. (6) (U) Intelligence Officer Speciality Restructuring. Change 10 to AR 611-101, Commissioned Officer Speciality Reclassification System, was effective 1 March 1981, and implemented the recommendations of the MI Officer Restructuring Study. During the period October through December 1980 all senior MI positions in the Army were examined for suitability for 2-9 ‘UNCLASSIFIED t20
UNCLASSIFIED recoding to SC 30, Intelligence Management. Seventy-two positions were ultimately designated with the speciality. Positions included division and corps G2 positions, the commanders of MI battalions and groups that were designated as Combat Electronic Warfare and Intelligence (CEWI) units, and selected 05 and 06 positions which were involved in multi-discipline intelligence collection and production. - (7) (U) Reorganization of MOS 97B, Counterintelligence Agent. Change 15 to AR 611-201, Enlisted Career Management Fields and Military Occupational Specialities, restructured MOS 97B by introducing a skill level (SL) one to the MOS. This addition accommodated off-street recuiting to provide for an expanded sustainment base. The reorientation of 97B personnel duties, as a result of the Intelligence Organization and Stationing Study (I0SS), to operations security (OPSEC) duties in our tactical units, lessened the maturity requirements of the previous MOS structure. Completion of mandatory probationary period at age 21 or one year experience were retained as prerequisites for career progression to SL two. Change was effective 15 February 1981. (8) (U) Army Imagery Training Plan. (a) (U) The US Army Air Intelligence and Imagery Training Plan was begun in July 1981 and completed in October 1981. Based on the efforts ef a joint work group consisting of OACSI, TRADOC, USAICS and INSCOM membership utilizing input from the field a final product was scheduled to be presented to the ACSI on 29 October 1981 for approval. (b) (U) The study effort reviewed current air intelligence and imagery training; analyzed the training of new system introductions and made (UNCLASSIFIED
UNCLASSIFIED recommendations for changes or improvement of Army training for personnel involved in imagery exploitation. Systems examined include the Mobile Army Ground Imagery Interpretation Center (MAGIIC), Tactical Imagery Exploitation System (TACIES) and its interim prototype (ITACIES), Advance Synthetic Aperture Radar Systems (ASARS) and its support systems as well as the Standoff Target Acquisition System (SOTAS). (c) (U) The major recommendations of the study adcpted in the plan were: i {U) Expansion of basic imagery exploitation training courses to include “soft copy” imagery interpretation skills. 2 (U) Inclusion of ADP concepts and interface skills into basic course instruction. 3 (U) Expansion of interpretation capability in ground equipment and analytical skills necessary to properly interpret imagery. 4 (U) Development of a separate Military Occupation Specialty for the personnel who will man SOTAS. a) (U) The plan now provides a comprehensive overview of future overhead systems, their training implications and the resourcing necessary to support training development and training. (9) (U) Foreign Language Initiatives. On 23 October 1980, the Vice Chief of Staff was briefed on initiatives to improve the manning of linguist positions specifically those in intelligence. Qne initiative transferred the Service Program Manager function from DCSOPS to OACSI. As a result of this action OACSI has worked on the implementation of the a following language initiatives: 2-11 "UNCLASSIFIED 122
‘UNCLASSIFIED (a) (U) Linguist Assistance to  USAREC. Current recruiting procedures do not capitalize on the existence of numerous pockets of mative-tongue speakers found in ethnic concentrations in many large urban areas. Recruiting native tongue linguists for Army language requirements is cost effective and would provide a more skilled soldier. Linguist teams should be utilized by USAREC to exploit opportunities. To date,~four teams involving eight linguists have been fielded one team each to Pittsburgh, Boston, Sacramento, and Santa Anna. Forty-five schools have been visited. (b) (U) Linguist Career Management Field (CMF). Presently, personnel management of linguists is keyed to the MOS (technical skill) vice the language. As a result, determination of standards, recruiting, training, assignment and utilization all require off-line, special Management to ensure language skills are developed and maintained. Following an October 1980 action planning conference, agreement was finally reached with the major users, the developers, and the trainers as to the specifics concerning a linguist CMF. Commander, TRADOC has been tasked to initiate necessary actions to reconfigure career fields 96, Military Intelligence, and 98, Electronic Warfare/Cryptologic Operations, in accordance with the linguist CMF concept. Target date is the March 83 Management of Change Window with a Sep 82 as the goal. . (c) (U) Proficiency Pay for Linguists. Incentives for retention are limited to Selective Re-enlistment Bonus (SRB). Retention history and current manning of these skills provide solid evidence that additional _ incentives are required. Skill shortage pay takes advantage of existing 2-12 "UNCLASSIFIED
UNCLASSIFIED legislation to provide retention incentives in addition to those possible ‘under the SRB. While the SRB provides an “up front” impression, the perception that the money is earned the day the soldier raises his right hand dilutes its impact over the duration of the enlistment. FY 82 Defense Appropriations Bill provided for Combat Arms pay and skill shortage pay. (4d) (U) Accompanied Tours for Linguists in Korea. Al though some locations in Korea have the potential for a with-dependents tour, Army policy requires unaccompanied short tours in Korea. This causes repetitive oversea assignments with commensurate family turmoil. Jt also leaves little time for the Korean linguist to become intimately familiar with the mission. Recommended changes would allow selected Korean linguists (those enroute to appropriate locations in-country) to serve accompanied (two-year) tours. (e) (U) Contingency Force (low Density) Language Unit. The active Arny force structure currently has few authorizations for languages likely to be needed in certain contingencies. Those that do exist are scattered in very low densities throughout the force structure, making meaninful integrated language skill maintenance training extremely difficult. US Army Intelligence and Security Command is refining the development of a TDA for a language organization. It is expected to be resubmitted to DCSOPS in January 1982. (£) (U) Multi-Source Career Development Language Training. The availability of intermediate and higher level language training is constrained by the resources of the Defense Language Institute, and the reassignment availability of soldiers due for training. Even when seats are available in conjunction with soldiers, there remains the heavy burden of two 2-13 [UNCLASSIFIED
‘UNCLASSIFIED moves and associated financial costs that are borne by the soldiers involved. Better utilization of the wide range of language training options available through other Federal agencies and US and foreign academic institutions is necessary. Programming for development of intermediate and advance non- resident language training has been accomplished. INSCOM has initiated action to establish a foreign language sustainment training facility in Germany. (g) (U) Language Proficiency Sustainment Training Package for Units. Meld commanders currently do not have diagnostic tools to determine deficient skills, do not have remedial training packages to correct deficient skills, and do not have adequate proficiency tests that integrate language skills with technical (MOS) material. Devolopment of a comprehensive series of criterion-referenced, performance-oriented language diagnostics; remedial training packages; and performance tests’ are necessary to enable field commanders to become primary day-to-day maintainers of language proficiency. Implementation for this initiative is programmed for FY 1982. The amended FY 1982 President's budget includes $1.2M additional dollars for the DLIFLC to support this initiative - $295,000 provides for non-resident language training materials, while $833,000 provides for course design and development. Language proficiency sustainment courses are scheduled to be Started in FY 1982 for German, Arabic, Korean and Chinese. (h) (U) Live, Remoted Intercepts to CONUS Locations. Current mission training for linguists in OONUS tactical units is limited to recorded, dated intercepts. Informal survey data supports the hypothesis that soldiers engaged in live missions had far higher job satisfaction than 2-14 [UNCLASSIFIED
‘UNCLASSIFIED those in a sterile training environment. The use of state-of-the-art communications capability to relay live intercept traffic from active theaters to CONUS locations can greatly enhance training and soldier job satisfaction. Two programs have been established, one at Ft Hood, the other at Ft Bragg. USAREUR is initiating action to begin their program in FY 1982. (i) (U) Reproduction and Issue of Foreign TV Broadcast Tapes. Current language training materials frequently lack spontaneity and are not current in terms of the actual usage of the languages. Video tapes of foreign TV broadcasts are produced routinely. Funds have been identified for the programming beginning in FY 1982. The Defense Intelligence Agency is in the process of identifying physical facilities necessary for the program. (j) (U) Use of Foreign Language Transmission during Field Training Exercises (FTX) of US Units. Previously, regulations precluded use of foreign language transmissions during FTX of US units. As a result, intercept training opportunities were lost as linguists handled English language traffic only. The use of foreign language transmissions during FTX of US units was authorized in the Fourth Quarter, FY 1981. (k) (U) Despite the fact that the direct impact of these initiatives will not be felt until the outyears, 1981 did witness increased awareness and improvement in the management and training of linguists. (10) (0) Foreign Area Officer Specialty (FAOS) Overseas Training Program. (a) (U) Overseas training of Foreign Area Officers (FAO) was conducted in 30 countries and involved a total of 125 students. New FAO training sites were established in Argentina, Bangladesh, Belgium, 2-15 128 [UNCLASSIFIED
UNCLASSIFIED Indonesia, Malaysia, Panama, Peru and Sudan. Negotiations were intiated to begin FAO training in the Peoples Republic of China (PRC) and Malawi in Sub-Saharan Africa. Sudan and Zaire represent long sought after sub-Saharan sites. Training in Zaire began in February 1981 and in Sudan during July 1981. (b) (U) The budget for FAO overseas training was increased by 40% to accommodate the increase from 98 to 125 students for FY 1981. (11) (U) Tactical Intelligence Readiness Training (REDTRAIN). (a) (U) Nearly half (47%) of the Army's military intelligence specialists are in combat intelligence units which support tactical forces. Their training is necessarily artificial. Without a “live” enemy and modern equipment, their technical and foreign language skills deteriorate rapidly; this causes job dissatisfaction, low retention, and poor individual and unit readiness. (b) (U) REDTRAIN counters these negative factors. Training is focused on the contingency plans of the tactical units. To assist, REDTRAIN funds the acquisition of state-of-the-art commercial equipment to be used for intelligence training in lieu of new military equipment still under development or delayed acquisition. (c) (U) REDTRAIN also provides many opportunities to maintain or improve individual skills. These include: post-apprentice technical courses; foreign language audio and video tapes; participation in live intelligence operations; and tailored operational training conducted by strategic and national intelligence agencies. These initiatives are augmented by education centers, language laboratories and/or instructed foreign language courses. ‘UNCLASSIFIED 2-16 127
UNCLASSIFIED (d) (U) These measures not only increase individual proficiency and unit readiness; they also provide timely and detailed intelligence for contingency planning by the supported tactical units. They often satisfy Army and national intelligence requirements. (e) (U) An associated program (TROJAN), supported by NSA, provides live environment training through the real-time collection and transmission of raw data to tactical units in their garrisons. The data are then processed by unit intelligence specialists, in some cases using their own tactical equipment. This program is very promising, and OACSI is expanding it from FORSCOM to USAREUR. (f£) (U) In FY 1981, nearly 1,600 active component intelligence specialists participated in live environment or specialized operational training. This is an 80% increase over FY 1980 participation (890). Nearly all active component personnel and many reservests participated in in-unit focused intelligence activities and production. (g) (U) Trainees, their commanders, and the supported units universally applaud and support REDTRAIN. Comments from enlisted personnel reflect a strong correlation between REDTRAIN participation and retention. Feedback indicates that REDTRAIN contributes directly to job satisfaction and improved morale. (h) (U) In FY 1981, the Army budgeted $2.28M for the REDTRAIN Program, of which 9.32M were allocated to INSCO“, the executive agent of the program, and $1.96M to Forces Command (FORSCOM), the largest user of the program. Other MACOM's underwrote REDTRAIN to an unknown extent out of their P2 mission funds. 2-17 “UNCLASSIFIED 123
SSeGnET— (i) (U) In FY approximately $4.1M. 1982, the Army proposes to fund the program at These funds will be allocated to INSCOM, FORSCOM (for active and reserve components), USAREUR, Western Command (WESTCOM), Netional Guard Bureau, the and H@A. The related TROJAN program is funded separately. (a) SI! 129 2-18 "Ay
(13) (U) Foreign Intelligence Assistance Program (FIAP). (a) (U) FIAP of the US Army has been established to assist friendly foreign countries in organizing and developing military intelligence capabilities necessary to support an effective internal security establishment. The program objectives are to promote long rang intelligence cooperation with friendly military forces and to assist the armed forces of friendly nations in combatting subversive activities and insurgency. Intelligence assistance to friendly nations may consist of one or more programs as mutually agreed upon by the United States and the recipient country. United States national disclosure policies (NDP) applicable to a particular country may limit the amount and type of assistance that can be provided. wo) of t TH ged OS s
UNCLASSIFIED (c) (U0) The major problems encountered were contiming personnel reduction in attache and security assistance organizations and inadequate funding of foreign training programs (particularly in Latin America) by Congress. (14) (U) All-Source Analysis System (ASAS). Representatives of the division were instrumental in the development of requirements for the Arny's All-Source Analysis System (ASAS). The Functional System Description (FSD) for the ASAS is expected to be completed in October 1980. LTC Sette, DAMI-ISI, has strongly influenced the final version of this document through his participation in numerous Study Advisory Group meetings and discussions with the FSD contractor. (15) (U) Other projects, conferences, and work sessions in which the Intelligence Systems Integration Division participated or contributed to are as follows: (a) (U) Army Command and Control Master Plan (AC’MP) (b) (U) Army Battlefield Interface Concept (ABIC) (c) (U0) Battlefield Automation Management Program (BAMP) (a) (U0) Command Control Requirements Appraisal Working Group ‘4 (CCRAWG) 2-20 131 "LINCLASSIFIED
(e) (Cc?) (f) (g) (TACS/TADS ) (h) (1) Systems (JINTACCS) (3) Committee (k) (1) Bed (U) (U) (U) (U) (U) (U) (U) (U) "UNCLASSIFIED Command, Control, and Communications-Counter Measures Worldwide Military Command and Control System (WWMCCS) Tactical Air Control System/Tactical Air Defense System Army Force Modernization Coordination (AFMCO) ~ Joint Interoperability of Tactical Command and Control Battlefield Systems Integration (BSI) Data Base Steering All-Source Analysis System and Center (ASAS/C) Battlefield Exploitation/Target Acquisition (BETA) Test (m) (U) Intelligence. Preparation of the Battelfield CIPB) Templating Processing (TEMPRO) (n) {o) (p) (q) (r) (s) (t) (u) (v) (w) (Uv) (U) (U) (0) (U) (0) (Uv) (U) (Uv) (U) Location and Movement Analysis System (LAMAS) Automated Collection Management System (ACOMS) Maneuver Control System (SIGMA) Tactical Fire Control System Missile Minder (AN/TSQ-7 3) Integrated Tactical Communications System CINTACGS) Single Channel Ground Air Radio System (SINCG ARS) Mobile Subscriber Equipment (MSE) Tri-Service Tactical Communications (TRITAC) Tactical Satellite Communications (TACSATOOM) Defense Satellite Communications (DSCS) ‘UNCLASSIFIED
UNCLASSIFIED (x) (U) Army Spectrum Management (ASM) (y) (U) Joint Tactical Information Distribution System (JTIDS) (z) (U) Automatic Secure Voice Communications (AUTOSEVOCOM I1) (aa) (U) Tactical Communications Mission Area Analysis Study Advisory Group (bb) (U) Army Tactical Communications System (ATACG) (cc) (U) MOHAWK (OV-1-D) and Associated Sensor/Data Link (dd) (U) Stand-off Target Acquisition System (SOTAS) (ee) (U) Special Electronic Mission Aircraft-X (SEMA-X) (££) (U) Remotely Piloted Vehicle/Target Acquisition Designation Aerial Recon System (IPRV/TADARS) (gg) (U) Remotely Monitored Battlefield Surveillance System CREMBASS) (hh) (U) Night Vision System Counterfire Radars (AN/TPS-36 and 37) (ii) (U) ‘Tactical Surveillance, Reconnaissance, and Target Acquisition Mission Area Analysis Study Advisory Group (jj) (U) Test Schedule and Review Committee (TSARC) Five-Year Test Plan (FYTP) (kk) (U) Mission Essential Need Statements (MENS) (11) (U) Required Operational Capability (ROC) Coordination (mm) (U) Sensor System Integration (an) (U) Material Acquisition Resource Committee (MARC) (00) (U) Foreign Military Intelligence Training and Special Projects (pp) (U) Congressional "Legislation: Annual Public Lawes on Security Assistance 2-22 133 "UNCLASSIFIED
_—GORRBEHAL— (qq) (U) JCS/ARSTAFF Actions on Security Assistance ~ (rr) (U) ADCSLOG Security Assistance Policy Meeting (8s) (U) DIA Interface on Special Request/ Projects 3. (U0) SIGNALS INTELLIGENCE (SIGINT) DIVISION (DAMI-ISS). b. (U) Organizational Changes: SIGINT Division experienced a large turnover of personnel during the year. LTC Frank E. Mills, Chief of the Military Support Tea, left in July and was replaced by LTC Rober E. Resch; 7 - LTC Michael M. Quinlan arrived in December to become Chief of the CCP Management Team. Action Officer losses were Mr. George E. Spaeth, Jr. (November), and MAJ Bonald J. Potts (July). Action Officer gains were Hr. Joseph P. Hayes (December); MAJ Roger E. Dollarhide (April); Me. Liane 2-23 CS ONEIDEN tered (ee) foe
gc. Lindsey Williams (June); MAJ Eugene Y. Sullivan (gust); and MAJ James W. Pardew, Jr. (Agust). Emilia Felciciano arrived in April to replace Ama Katherine Ramsdale, a March loss, as Military Support Team Secretary. In June, Mytrice FP. Harris left and was replaced as division secretary by Mrs. Nancy Stutzman. Key personnel of the division were: Colonel Harold A. Grainger, Chief, SIGINT Division (14 July 1978) Mr. Philip E. Lavigne, Chief, Policy and Collection Requirements Team (21 January 1980) LTC Michael M. Quinlan, Chief, CCP Management Team (17 December 1980) LTC Robert E. Resch, Chief, Military Support Team, (7 August 1980) Ce (U) Significant Activities. The Signals Intelligence Division performed throughout the year those functions assigned by OACSI Regulation 10-4. Significant acitivities are listed below: (1) (0) Policy and Collection Requirements Team. (a) (U) Continuing Functions. 1 (U) The Tean served as the Department of the Army focal point for Signals Intelligence policy, plans, programs and operations. It also participated in Army intelligence community eponsored studies which support the development of new systems or capabilities, and represented the Army at DCI level committee meetings and forums. Additionally, the Team vas responsible for an initiative to develop a tactical intelligence exchange relationship with the Egyptian Aray. 2-24 , a. osnd ir} Tay ead
FOI/PA DELETED PAGE INFORMATION SHEET Page(s) withheld entirely at this location in the file. One or more of the following statements, where indicated, explain this deletion. pyoy pow,b). Ab) - Deleted under exemption(s) im with no segregable material available for release to you. Information pertained only to a third party with no reference to you or the subject of your request. Information pertained only to a third party. Your name is listed in the title only. Documents originated with another/other Government agency(ies). These documents were referred to that/those agency(ies) for review and direct response to you. Documents originated with another Government agency. You will be advised as to the releasability of this information following our consultation with the other agency. XXXXXAXXXXAAXAAXAXXXXXK X DELETED PAGE(S) X X NO DUPLICATION FEE x X FOR THIS PAGE X ° XAXAXAAXAKXAXAAAAAKAXX PAGE NO. or PAGES _/74é TO (23
SAneDE The National ELINT PLAN (NEP). During the Fy 1981 Consolidated Cryptologic Program (CCP) review process, Congress directed NSA, supported by DIA, to prepare a comprehensive plan for the conduct of ELINT in the 1980's. In response to the tasking, DIA formed a joint Service working group in March to provide input to NSA for a National ELINT Plan (NEP). The original target completion date was 30 June, later extended to l November. On 30 June, NSA forwarded a final draft NEP to the Secretary of Tefense for approval, and provided a copy to DIA for coment. Since the draft filled to consider numerous Service and DIA objectives raised during the planning meetings, DIA initiated a Joint Action to formalize the draft 's shortcoming. Following some minor modifications by NSA, DIA agreed to temporarily withdraw the Joint Action and substitute a general letter of objection which, however, concurred in submitting the modified draft to Congress. A second attempt at writing an ageeable NEP will be initiated in FY 1982. Principal Army objectives will be to expand NEP coverage of the tactical ELINT structure, specify the means for determining and satisfying support requirements, and clarify NEP provisions for the control and management of ELINT resources. 4 (U) The ELINT Exploitation Working Group (EENG). The EEWG was formed in June in response to an Intelligence Community Staff requirement. The interagency group was tasked to examine the implication for ELINT exploitation of the collection and collection processing improvesents that 2-28 1 3 9 — CONEIRENTHA ENS ~, BEG. gar
<CONSBENTAL are programmed for specified national collection system in the late 1980's. The working group was also asked to propose alternative strategies for enhancing the processing, analysis and reporting of ELINT in order to make the most effective use of the collection improvements. The purpose driving the study effort was to support future National Foreign Intelligence Program (NFIP) decisions; thus the principal Army organizations affecfed will be FSTC and MIA. By the end of FY 1981 progress was nearly complete on studies detailing the expected parameters of the future ELINT collection system and outlining the anticipated threat. These studies will form the baseline for an FY 1982 effort to assess the resource impact. Target date for the final report is 1 June 1982. 2-29 149
UNCLASSIFIED 6 (U) Tactical Intelligence Exchange Relationship with Egypt. Following up on contacts established during an advice and assistance visit to the Electronic Warfare Directorate of the Egyptian Army, a program for intelligence exchange with Egypt was proposed. The GSA subsequently approved the program, which was in support of the Army Action Plan “US~Egyptian Military Cooperation.” Approved activities consist of periodic conferences, visits and an exchange of information ta develop a professional association with the Egyptian military intelligence structure in the topical area of tactical intelligence. (2) (U) The Consolidated Cryptologic Program (CCP) Management Team. (a) (0) Continuing Functions: i (U) The CCP Management Team continued to provide Army Staff level representation to the Program Manager of the CCP for the purpose of program development, budget formulation, budget justification, program and budget defense, and ensuring that Army interests are adequately addressed. 2 (U) Additionally, the team is responsible for the European Command (EUCOM) and Atlantic Command (LANTOOM) decision units of the General Defense Intelligence Program (GDIP), to include preparation of the proposed program in zero-based budget format, submission to the Program Manager (DIA), defense of the budget during Director of Central Intelligence (DCI) and Office of Management and Budget (OMB) reviews, and preparation of supporting materials for inclusion in the GDIP Congressional Budget Jusitification Book (CBJB). ‘. 3 (U) With the arrival in June of Ms. L. L. Williams to handle Technical Reconnaissance and Surveillance (TECRAS) and Electro-Optics (£0) 2-30 tai (UNCLASSIFIED
matters, she assumed responsibility from this team for GDIP program and budget requirements for that decision unit. 7 (U) One point that remains in question at this time is that of funding for "Support MILOON.~ During this year's CCP build, the decision was made to split CCP MILODN into “Operational” and “Support” categories. The former remained in the CCP, the latter was to go to DoD/Service programs for funding. Contrary to agreements made at the time of the split, however, no TOA (total obligational authority) was shifted from the CCP, nor was any added by OSD to accommodate the “Support” projects. Hence, the Arny ‘'s projects went unfunded in the FY 1983 MILOON Program and got pusheed into FY 84. OSD is still seeking a promised solution to this problen. 5 pv tai RFR ROR SECRET c
9 (0) The team's involvement in Tactical Cryptologic Program (TCP) gatters has largely becoue one of monitoring status and progress, with little direct impact. The DCSOPS functional manager (DAMO-RQI) and DCSRDA systene coordinator (DAA-CSC-EN) are playing the key roles. (3) (0) Military Support Team (a) (U) HOMEFARER. HOMEPFARER is a project to provide ELINT training for 98J, Electronic Warfere/Signal Intelligence RNoncoamunications Interceptor, personnel at Ft. Hood. NSA shipped required equipment to Ft. Hood in January 1981, and training operations begin on 2 March 1981. SEER 2-32 143
SECRET HOMEFARER is amther of the projects designed to improve training opportunities available to tactical SIGINT personnel. - (b) (U0) Additional ma jor actions are detailed in the compartmental annex. 4. (U0) HUMAN INTELLIGENCE (HUMINT) DIVISION (DAMI-ISH)- &. (U) An Overview of FY 2981 (1) (U0) A close overview of Army Human Intelligence (EOMINT) activities was continued by Congress, the Office of Management and Budget (OMB), the Office of the Secretary of Defense (OSD), and the Intelligence Community Staff (DCI). Openness in communications with supervisory and oversight bodies continued, resulting in a greater understading of, and a balanced, reasoned approach toward Army HUMINT collection needs. To do this, numerous reports and information papers were prepared and Congressional staff members, analysts, managers and staff personnel of the Executive Branch participated in a wide range of discussions on Army HUMINT and some visited operational units worldwide. 2-33
FOI/PA DELETED PAGE INFORMATION SHEET Page(s) withheld entirely at this location in the file. One or more of the following statements, where indicated, explain this deletion. Deleted under exemption(s) pusc 552 (b) (1) with no segregable material available for release to you. Information pertained only to a third party with no reference to you or the subject of your request. Information pertained only to a third party. Your name is listed in the title only. Documents originated with another/other Government agency(ies). These documents were referred to that/those agency(ies) for review and direct response to you. Documents originated with another Government agency. You will be advised as to the releasability of this information following our consultation with the other agency. e AXXXXXXXXXAXXAKXXXXXXX X DELETED PAGE(S) X X NO DUPLICATION FEE X X "FOR THIS PAGE X . AAXAARAAXKAXARXAXXXXXXX PAGE NO. “Af or PAGES TO
_-SteRiT— ‘oO \a ra Bo re | as b. (U0) ORGANIZATION CHANGES. (1) (U) Effective 25 May 1981, Colonel Thomas J. Kennedy, Jr., became Chief, HUMINT Division, succeeding Lieutenant Colonel Calvin Y. Sasai, who was transferred to an element of the Intelligence and Security Command (INSCOM) at Arlington Hall Station. COL Kennedy came from an assignment at the Joint Chiefs of Staff. (2) (U) Other personnel changes were the loss of Mr. Bubert Watson, GS-i4, who transferred to INSCOM, and SSG Thomas K. Tinney, who was assigned to CENTAG in Germany. The division was increased with the assignment of LTC Harold H. Niclas from USSOUTHCOM, and the assignment of an intern, Mrs. Patricia San Millan, formerly secretary to the Special Assistant to the ACSI, Mr. M. T. Kelly. During FY 1981, Major William L. Toten and Major John F. Hay left for other Pentagon assignments. ce (U) SIGNIFICANT ACTIVITIES. (1) (U) Foreign Material Acquisition. HUMINT Division contimed to support the collection of foreign material as the Aray Staff element for the acquisition of such items. 2-35 $4§
hy FOI/PA DELETED PAGE INFORMATION SHEET Page(s) withheld entirely at this location in the file. One or more of the following statements, where indicated, explain this deletion. OYUSb’ Ove ian Ps Deleted under exemption(s) AS A with no segregable material available for release to you. Information pertained only to a third party with no reference to you or the subject of your request. Information pertained only to a third party. Your name is listed in the title only. Documents originated with another/other Government agency(ies). These documents were referred to that/those agency(ies) for review and direct response to you. Documents originated with another Government agency. You will be advised as to the releasability of this information following our consultation with the other agency. AAAXAXXKXXKXXAXAXXXAAX X DELETED PAGE(S) X X NO DUPLICATION FEE X X ° FOR THIS PAGE x . AXXANKAAANAXAAAKXXXXXX PAGE NO. 4 or . paces /47_ 10 _/¢f
(UNCLASSIFIED (7) (U) Briefing of Attaches. HUMINT Division briefed 61 Iefense, Army, and Assistant Army Attaches on aspects of Army HUMINT regulations pertaining to collection of information. (8) (U) Biographic Sketches. HUMINT Division continued as the Army General Staff point of contact for biographic sketches on foreign military and civilian personnel. - 5. (U) IMAGERY INTELLIGENCE DIVISION (DAMI-ISP). ae (U) An Overveiw of FY 1981. Imagery Intelligence (IMINT) Division continued to manage the Army's imagery activities to include collection, exploitation, dissemination, security policy, and imagery aspects of research and development. The division provided the primary Army member to the Committee on Imagery Requirements and Exploitation (COMINEX) to ensure Army representation at the national level. Various Army inputs to study groups, DOD and Army plans, programs, and other areas were prepared by the division and implemented. Army topography and meteorology (terrain and weather aspects of combat intelligence) were also managed by the division. b. (U) Organizational Changes. IMINT Division has a moderate personnel turnover during FY 1981. LTC(P) Thomas B. Rissell, Topographic Plans Officer, was replaced in December 1980 by LTC Roger M. Ryan; Mr. Robert A. Marston, Collection Officer, departed in April; he was replaced by Mr. Gerald A. Smaldone, Security Officer, who was replaced as Security Officer by Mr. Robert H. Crittenden. In July, Major James A. Mix, Joint Reconnaissance Officer, was replaced by Major William B. Henline, and MAJ Bobert H. Clegg, Topographic Programs Officer, was replaced by MAJ Robert F. Kirby. COL Thomas J. Hogan was Chief of the division throughout FY 1981. c. (U) Significant Activities. The Imagery Intelligence Division [UNCLASSIFIED 2-38 149
performed those functions assigned by OACSI Regulation 10-4 throughout FY 1981. Specific accomplishments are listed below. (1) (U) TENCAP. The division provided OACSI representation in DA Management of the Army's Tactical Exploitation of National Capabilities (TENCAP) program. TENCAP provides for development of interfaces between Army tactical organizations and national intelligence sources. 4n important event was the redeploymeat of the Digital Imagery Testbed (DITB) from a very successful 1980 demonstration in Europe in support of VII Corps FTX CERTAIN RAMPART and USEUCOM Exercise SHOCKWAVE II to be home based with the XVIII ABN Corps at Ft Bragg. This permitted contingency support for the RDF-A as well as training and feedback for development of the Interim Tactical Imagery Exploitation System (ITACIES). 2) 5 (3) (U0) The division provided the Army representative to a JG action which revised the JCS Test Plan to Assess the Capabilities of National Intelligence Systems to Support Tactical Requirements (SM 984-76) - 2-39 194) (TY (ay BSE GENS
"UNCLASSIFIED _ The new document (SM-148-81) allows the Unified aud Specified U&S commands and the Services to nominate exercises as candidates for special projects and established a JG corrective action process to add teeth and flexibility to the old document. DAMI-ISP is ARSTAF OPR for SM-148-81 actions coordinated Army personnel, communications and funding support to Special Project CONSTANT HORIZON (SPCH) which was superimposed on USFX/ CFC CPX ULCHI- FOCUS LEN 81 in ROK. SPCH was a milestone in improving national intelligence support to the Korean theater. (4) (U) DAMI-ISP provided Army representation on the Committee on Imagery Reconnaissance and Exploitation (COMIREX). This committee was Teorganized to provide a more streamlined management system and respond in a more timely manner to community requirements. The COMIREX structure now consists of two major subcommittees: the Operations Subcommittee (OPSCOM) and the Imagery Planning Subcommittee (IPS). The OPSCOM is charged with the management of the current collection and exploitation requirements for the imagery intelligence community. The IPS is charged to review long range community requirements for collection and exploitation and to make recommendations to COMIREX based on the community's needs. The Army is represented on these subcommittees and on various working groups to ensure that the Department of the Army's requirements are given their due consideration. (5) (0) DAMI-ISP was represented on the TK Modification Working Group. Fepresentation on the TKMWG has been effective in obtaining relief from limitations on the timely and widespread dissemination of overhead imagery for use by the entire imagery user community. The TKMWG has also ‘UNCLASSIFIED 2-40
(UNCLASSIFIED been working on an imagery manual outlining in one document approved by the imagery community the most current guidelines for use of overhead imagery. The initial section of the manual is expected to be published by the end of 1981 or in early 1982. (6) (U) A Memorandum of Understanding was formulated between Army and the Defense Mapping Agency (DMA) on the DOD Terrain Anal ysis Program. This document initiates the overall program and allocates effort of DMA to production of standard terrain analysis products while Army does primarily nonstandard terrain products in support of tactical and theater commanders. Army assets considered were those of the Terrain Analysis Center, US Army Engineer Topographic Laboratories. Tactical teams were not included as they exist to support tactical forces and would not normally be tasked to support projects external to their commands. (7) (U) A proposal, initiated by DAMI-ISP, to adopt an officer personne] specialty code 22, Topographic Engineer, was approved by the Army. The new specialty, to be implemented in the near future, will enable officers from all branches (primarily engineer and military intelligence) to progress through a specialized topographic career pattern and thus be more effectively utilized at all levels. (8) (U) The Army submitted the first formal digital terrain data base requirements to DMA to support weapons and intelligence systems. The data base will include various elements of terrain and cultural features. A prototype is being composed and will be tested at Fort lewis, Washington early next year. (9) (U) Significant updating of CONUS mapping requirements was ‘UNCLASSIFIED 2-41 took wn tu
"UNCLASSIFIED made during the annual submission of Army MC&G production priorities to DMA. A base-zero assessment and survey of all requirements was completed by subordinate commands and refined at OACSI to reduce many requirements and gear mapping efforts toward priority operational plans and major training areas. (10) (U) Final coordination and staffing on the Meteorological Plan for Action was completed early in July 1981. On 29 July 1981 the Vice Chief of Staff, Army (VCSA) approved the Meteorological Plan for Action. Distribution of the plan has been made and implementation is in progress. 6. (U) LONG RAND PLANNNG OFFICE (DAMI-LRP). a. (U) An Overview of FY 1981. The office continued to take the HQDA lead in Army intelligence planning. Major projects and continuing functions are listed below. b. (U) Organization Changes. Ideutenant Colonel C. J. O'Shea continued his service as Chief, Long Range Planning Office. Lieutenant Colonel R. A. Johnson, Major E. G- Klaus and Major A. ZE. Warburton to serve as Joint Plans and Plans officers. Ce (U) Significant Activities. (1) (U) The Long Range Planning Office performed those functions assigned by OACSI Regulation 10-4 during FY 1981. (2) (U) Major projects and continuing functions for FY 81 are listed below. (a) (U) LRP continued as the HQDA lead for Army input to and DA coordination for the DOD Plan for Intelligence Support to Operational Commanders. THe DOD Plan is the “umbrella” planning document throughout DOD 2-42 - 133 [UNCLASSIFIED
"UNCLASSIFIED which brings together the Service and Defense Agency tactical intelligence planning efforts and focuses on bringing about improvements to the entire range of tactical intelligence capabilities in the field. The DOD Plan is an annually produced document and represents a continuous planning process which occurs throughout the year. Several working forums and general officer steering groups are involved throughout the process. At the action officer level, LRP participated in the Planning Methodology and Assessment Methodology Working Groups chaired by the Office of Deputy Assistant Secretary of Defense (Intelligence). The Planning Methodology group examined the most feasible approaches to sequencing the DOD Plan into the overall DOD Planning, Programming, and Budgeting System (PPBS) process and the role and timing of service implementing planning efforts. The Assessment Working group addressed various methods in which the performance of tactical intelligence systems can be measured and quantified. tn addition, LRP served as OACSI point of contact for the Intelligence Management Coordinating Group. This group was composed of general officers from all the Services and designated Defense Agencies and met on a monthly basis with the Deputy Assistant Secretary of Defense (Intelligence) to exchange information on major developments which impact on the DOD Intelligence capabilities. (b) (CU) LRP served as the HQDA lead office for the revision and coordiaation of the DOD Capabilities Handbook, an Annex to the DOD Plan discussed above. The Capabilities Handbook displays all operational and developmental systems and capabilities of the Services. (c) (U) LRP served as HQDA lead for Army coordination of the 243 154 "UNCLASSIFIED
»UNCLASSIFIED Defense Intelligence Plan (DIP). The DIP is a major planning document which addresses DOD assets contained in the National Foreign Intelligence Program (NFIP), and is a companion planning document to the DOD Plan for Intelligence Support to Operational Commanders discussed above. The DIP is produced by DIA, and the plan itself represents a culmination of several months of coordination with all services. . (4) (U) LRP assumed responsibility within OACSI to monitor and participate in the development of the TRADOC Intelligence and Electronic Warfare Mission Area Analysis (IEWMAA). This process, begun in 1980, is a comprehensive examination of Army tactical intelligence capabilities to determine major deficiencies and shortfalls for the purpose of recommending improvements to materiel and non-material programs. LRP participated in the initial study advisory group at the USA Intelligence Center and School in October and will continue its role as OACSI monitor of this significant review throughout its duration. LRP will also participate in a sub-work ing group to monitor the development of modeling efforts to support the LEWWA. (e) (U) The Army Intelligence Master Plan (AIMP) will be completed in November 1981. The AIMP is designed to be a comprehensive management tool which will set forth the Army intelligence mission, describe the Army Intelligence System (AIS), establish goals and objectives, and as an umbrella plan, provide a framework for development and implementation of other intelligence plans and architectures. ,UNCLASSIFIED y 2-44 — ik) Jd
"UNCLASSIFIED SECTION 3 COUNT ERINTELLIGENCE AND SECURITY (U) 1. (U) AN OVERVIEW OF FY 1981. The Directorate of Counterintelligence (DAMI-CI), an uns truct ured directorate, accomplished its mission through two teams: the Counterintelligence (C1) Team and the Security Team. . ae (U) The Counterintelligence Team (DAMI-CIC) conducted staff coordination and liaision activities on policy and guidance concerning improvements in the foreign counterintelligence areas of investigations, operations, and collection/production. Through resource management and oversight of major command (MAOQOM) activities, the CI Team sought to maintain a CI and security force structure to fulfill the Army CI mission at echelons above corps. An effort was also initiated to identify and develop training requirements for accomplishment of the CI mission at the tactical level. The Team sought and obtained from appropriate DA and higher echelons authority to conduct specific electronic and physical surveillance activities related to the CI mission. Efforts continued on the development of a revitalized Army TEMPEST program which included development of Government-wide TEMPEST training requirements to be implemented by the US Air Force as the Government's executive agent for TEMPEST training. Major effort was expended in the revising of AR 380-40, Policy for Safeguarding and Controlling COMSEC Information, AR 380-53, Telephone Communications Security Monitoring, and also assisting ODCSOPS in a revision of AR 530-2, Communicctions Security, which incorporated AR 380-26, Policy for Use of Encrypt-For +1 UNCLASSIFIED q3t or)
“UNCLASSIFIED Transmission-Only (EFTO) Procedures, and AR 380-51, Transmission of Official Information. The proponency of the latter two reguiations is the responsibility of OACSI. Finally, the C1 Team provided continuing support to ODCSOPS in developing supplemental programs for the Vice Chief of Staff, Army's “War on OPSEC.” be (U) In the Security Team (DAMI-CIS), personnel security specialists participated in Personnel Security Program (PSP) oversight visits to TRADOC, WESTCOM, USARJ, and USFK/8A. Problems continued with personnel arriving at new duty stations with inadequate clearances, and an increased effort was launched, in coordination with MILPERCEN and the US Army Central Personnel Security Clearance Facility (CCF), to alleviate the problem. Participation continued with the Investigative Standards Working Group. Efforts by this group brought about the establishment of a recurring Adjudicator Seminar- under the auspices of the Director of Central Intelligence. The team worked in coordination with OTJAG in preparing for the Army's court presentation concerning Socialist Workers Party litigation. Policy oversight of the CCF contimed, with that facility's operation becoming more streamlined and responsive to the Army as a whole. The Security Team worked in coordination with representatives of the Defense Audit Service and the General Accounting Office to assist those agencies in their audits of various aspects of the Defense PSP, which are ongoing. Late in the period, the Deputy Under Secretary of Defense (Policy) appointed a Select Panel of senior OSD officials to examine the Defense PSP with objectives of improving the quality of personnel security investigations and contributing to a reduction in 3-2 “UNCLASSIFIED
‘UNCLASSIFIED the length of time required to conduct them. The Security Team is providing staff backup to this effort. During this pericd, OACSI assumed the formal role of acting as DA Final Appeal Authority for those cases submitted by subjects of adverse personnel security actions. One member of the team was appointed to the Army Board for the Correction of Military Records (ABCMR). Work continued to update AR 604-5, Clearance of Personnel for Access to Classified Defense Information and Material, which is the primary Army personnel security program regulation. Two precedent cases involving adverse security clearance actions were heard by the Merit System Protection Board (MSPB). The team prepared affidavits for use of the Army defense lawyers, and both of those cases were decided in favor of the Army. At the request of OSD, the Army agreed to loan military intelligence (MI) investigators to the Defense Investigative Service (DIS) in support of a DIS effert to reduce investigation completion times and reduce a huge investigative bucklog. In coordination with DIS, FORSCOM, INSCOM, and OCA, the team assisted in making the MI personnel available at an early date. Ge (U) The change-over in the national administration was — responsible for a large increas. in the activity in the Security Review Element of the Security Team. The three personnel assigned processed over 10,600 requests for security review, an increase of 3,100, or 41 percent over the preceding fiscal year. These requests entailed the reading of approximately 82,300 pages of material to insure proper classification prior to being released to Congress and/or the public. 3-3 "UNCLASSIFIED {58
UNCLASSIFIED d. (U) The Foreign Disclosure Section of the Security Team witnessed a dramatic increase in the complexity of actions processed. The change in the national administration resulted in both liberalization of existing policies and the initiation of new, stricter policies concerning release of technology. ee (U) The efforts of the Information Security Section of the Security Team were devoted primarily to reviewing and updating program regulations, participating in work panels to develop Defense recommendations concerning the proposed revision to Executive Order 12065, National Security Information, and conducting oversight field trips. 2. (U) ORGANIZATIONAL CHANGES ae (U) As a result of the resubordination of the US Arny Special Security Group, formerly a field operating agency (FOA) of OACSI, to the US Army Intelligence and Security Command on 1 October 1980, two new positions (one military (major (0-4)) and one civilian) were created in the Security Team. For strength accounting purposes, these positions were placed in the US Arny Intelligence Operations Detachment (IOD), an FOA of OACSI. These positions were established to assume responsibility for policy oversight of Sensitive Compartmented Information (SCI). The military 0-4 position was occupied by Major William H. Poage on 1 October 1980. Mr. Walter A. Mestre was assigned to the GS-12 civilian position on 1 February 1981. be. (U) Due to the increase in volume of actions required from the Foreign Disclosure Section, a study was conducted resulting in an increase of two permanent positions, one GS-12 action officer and one 4 (UNCLASSIFIED ‘wok vt GS
"UNCLASSIFIED GS-5 Correspondence Clerk. These positions were also placed in the IOD for strength accounting purposes. Both positions were filled in FY 1981. Ce (U) LTC John C. McCaffrey, Information Security staff officer, departed during August on pre-retirement terminal leave. His position remained unfilled through the end of the fiscal year. : d. (U) The CI Team was authorized and filled a 3-year training position under the Intern Program. The position was initially filled by Mr. James McAllister, who later resigned. It was later filled by Miss Tina Campbell, who is being trained in the General Schedule (GS) Intelligence Series (132). 3. (U) SIGNIFICANT ACTIVITIES. a. (U) Security Education. Participation continued in the Unauthorized Disclosure Investigation Sub-Committee and the Security Awareness Working Group, both elements of the Security Committee (SECOM). The security education specialist made staff visits to eight Army major command headquarters and five subordinate commands and activities. During these visits, command security education programs were reviewed and evaluated, and omsite assistance was provided for program enhancement. Security Team personnel also planned to participate as members of National Military Information Disclosure Policy Committee (NDPC) security survey teams during October and November 1981. The teams planned to visit Canada, India, Oman, and Saudi Arabia to review their security systems and to assess their ability to provide adequate protection to US classified information. [UNCLASSIFIED 3-5 el o> a)
UNCLASSIFIED b. (CU) Policy Regarding Use and Protection of Sensitive Compartmented Information. A requirement to update Army regulations which establish policy and guidance for the use and protection of sensitive compartmented information (SCI) resulted in a decision to consolidate and revise AR 380-28, The Special Security Officer System, AR 380-35, Department of the Army Communications Intelligence Security Regulation (Supplement to DOD $-5200.17  (M-2) Special Security Manual), and TB 380-35, Security, Use and Dissemination of Sensitive Compartmented Information (SCI). A first draft has been completed and is being prepared for review by Special Security Detachments in the field. c. (U) Special Access Control. The DCT APEX Steering Group was established by the DCI to develop a special access control system. The purpose of the system was. to control special access programs within the category of national security information called National Foreign Intelligence. DAMI-CIS representatives were alternate Arny members of this committee and served in numerous working groups. Subsequent to the DCI's decision to disestablish the APEX Steering Group, a successor organization was formed on 5 March 1981, called the Committee on Compartmentation (COCOMP). COCOMP implemented the “good things” of APEX. Of the twenty-two APEX issues accepted by COCOMP, all were resolved prior to the dissolution of COCOMP except for three. These three issues (Nondisclosure Agreement, development of an imagery mamal, and revision of Director of Central Intelligence Directive (DCID) 1/19, Security Policy for Special Compartmented Information) were transferred to other DCI committees for completion. 3-6 "UNCLASSIFIED
UNCLASSIFIED d. (U) Policy Regarding SCI. A sensitive compartmented information (SCI) policy function was established in DAMI-C IS to provide oversight of DA policy governing the security, dissemination and use of SCI by all elements of the DA Special Security Office System. (1) (U) DAMI-CIS represented the Army in the DCI Security Committee's Compartmentation Sub-committee. The basic mission of the subcommittee is to provide technical guidance and recommendations on SCI physical and administrative security matters. The subcommittee submitted recommended changes in DCID 1/20, Security Policy Concerning Travel and Assignment of Personnel with Access to _ Sensitive Compartmented Information. The subcommittee initiated action to revise the current edition of DCID 1/19. A first draft has been reviewed by subcommittee members’ respective agencies and comments have been submitted for inclusion in the DCID. (2) (JU) As a result of DCI/DOD policy decisions on a Nondisclosure Agreement (NDA), a DIA committee was established, with representation from DIA and each of the military departments (MILDEPS). DAMI-CIS provided Army representation. It is DCI /DOD policy that the NDA will be signed by all persons authorized access to - SCI. The DIA NDA committee has developed policy and administrative procedures for the implementation of the NDA throughout DOD during calendar year 1982. ee (U) Foreign Disclosure Actions. The Foreign Disclosure Section processed 46 requests for exceptions to the National +7 "UNCLASSIFIED 462
“UNCLASSIFIED Di sclosure Policy. The section also completed 2,998 actions consisting of approval/denial of: (1) (U) Classified visit requests: 1,628 (total personnel or visits: 11,396). (2) (U) Accreditation approvals for Foreign Nationals: 346. (3) (U) Munition export license requests: 206. - (4) (U) Approval/denial of classified documents requested by Foreign Nationals: 1,864. (5) (U) Classified release of briefings, special documents, other agency release regeusts: 818. f.  (U) Freedom of Informaiton and Privacy Act Actions. The Freedom of Information/Privacy Section processed 174 requests and 450 related actions as a part of its mission under the Freedom of Information and Privacy Acts. In the area of appeal actions, the Department of the Army Information Security Committee, as authority for the review of classified information withheld from the mandatory public disclosure provisions of the Freedom of Information Act pursuant to 5 U.S.C. (b) (1), processed 35 petitions referred to the committee by the Office of the General Counsel, HQDA. The denial criteria under EO 12065 and AR 380-5, Department of the Army Information Security Program, were upheld in 32 of the cases and declassification and release was recommended for the remaining three. g (0) Intelligence Records Management. In regard to intelligence records management, the Directorate served as the executive coordinator for Arny~oriented records requested by the Special Investigations Office of the Department of Justice and other 3-8 (UNCLASSIFIED 163
(UNCLASSIFIED Federal agencies in continuing support of investigative and litigation proceedings concerning the following subjects: (1) (U) Nazi War Criminals. The Department of Justice was collecting evidence that would lead to deportation proceedings against those persons (Nazis) presently residing in the US who committed crimes against humanity in Hitler's Germany. 7 (2) (U) Berlin Democratic Club: Classification/ declassification, sanitization, releasability, OPSEC, policy and administrative support was provided to DAMI-ZCL and the Special Litigation Team of the Office of the Judge Advocate General (DAJA-LTS) in review of the information (approximately 50,000 pages) released to the plaintiffs on 2 March 1981. h. (U) Central Index of Investigations. On 8 September 1981, a remote ADP terminal to the Defense Central Index of Investigations (DCII) was establisned in the CI Directorate. This Index is manged by the Defense Investigative Service (DIS) on behalf of the Naval Investigative Service (NIS), the USAF Office of Special Investigations (AFOSI), the US Army Intelligence and Security Command (INSCOM), the US Army Criminal Investigatons Command (USACID), and the DIS itself. This shared consolidated index of investigations is conducted by and for the Defense investigative components listed herein. The index currently holds 23 million intelligence, counterintelligence security and criminal investigations of both a personal and impersonal (topical) nature. The data is kept on magnetic storage and accessed by automated means. The investigative components place references in the index, delete them from the index and use it to _ locate investigative files. 3-9 [UNCLASSIFIED lod
"UNCLASSIFIED SECTION 4 FOREIGN INTELLIGENCE 1. (U) AN OVERVIEW OF Fy 1981 a. (U) The Directorate of Foreign Intelligence (DAMI~FI) is responsible for ensuring substantive intelligence support to DA and CONUS Major Army Commands. The directorate manages the Army general and scientific and technical (S&T) intelligence production program, including formulating pelicies and standards. DAMI-FI exercises Army general staff responsibility for the intelligence production activities of the US Army Materiel Development and Readiness Command (DARCOM), US Army Intelligence and Security Command (INSCOM), and The Surgeon General (TSG). These responsibilities include the formulation and justification of Army intelligence production resource requirements (less counterintelligence production), contributions to the formulation of DoD, national, and international intelligence, and the establishment of plans and policies for the exploitation of foreign material (less medical). DAMI-FI also has the responsibility for establishing threat approval policies and standards. b. (U) During FY 1980 general and S&T requirements remained at the high levels of the past several years. However, the new programs - initiated in FY 1980 to better manage Army analytical and intelligence production resources enhanced the effectiveness of DAMI-FI in performing its mission in FY 1981. The Directorate of Foreign Intelligence succeeded in FY 1981 in fully supporting the major US weapons/equipment, research, development, and acquisition programs. 4 4-1 UNCLASSIFIED 165
UNCLASSIFIED In the area of general intelligence production, all critical Army intelligence production requirements were satisfied. However , as in past years, lesser requirements were, in many cases, only partially addressed due to a shortage of resources, especially the shortage of trained personnel. 2. (U) ORGANIZATIONAL CHANGES AND KEY PERSONNEL . ae (U) Organization The directorate organization was Significantly modified in two areas during FY 1981. (1) (U) Current Intelligence Division (DAMI-FIC) (a) (U) The Current Intelligence Division (CID) which had been transferred to INSCOM in 1978 returned to OACSI as an element of the OACSI Field Operating Agency (FOA), i.e., US Army Intelligence Operations Detachment, under the staff supervision of the Director of Foreign Intelligence. The CID was placed in an OPOON status to OACSI on 24 October 1980 and formally reassigned to OACSI on 1 April 1981. (b) (U) The CDD's reassignment to OACSI followed a 14 Qctober 1980 decision by the Vice Chief of Staff of the Army (VCSA). As a result of the Intelligence Organization and Stationing Study (IOSS) Relook, the VCSA was convinced that INSCOM did not possess the resources to support the CID and that a reassignment to OACSI would — increase the CID's responsiveness to the needs of the Army Staff. (2) (U) Requirements Te am (DAMI-FRR ) The gecond significant modification occurred in the Requirements Team (DMI-FIR). FIR's manpower was expanded from five personnel to eight. This structural change also occurred in response to the 14 4-2 [UNCLASSIFIED Yo
UNCLASSIFIED October 1980 directive from the Vice Chief of Staff of the Army in which he charged the OACSI to implement procedures which ensure the Army's intelligence production processes are responsive to the Army's needs. This new three~person section will allow FIR to effectively manage the Arny's intelligence production requirements and thus increase the OACSI's responsiveness to Army needs. . be (U) List of Key Personnel. (1) (U) Colonel Norman S. Wells, 1 Oct 80 - 30 Sep 81 (Director of Foreign Intelligence (DFI)). (2) (U) Colonel William P. Grace, III, 1 Oct 80 — 30 Sep 81 (Chief, Intelligence Division). (3) (U) Colonel Richard B. Baldwin, 1 Oct 80 - 30 Sep 81 (Chief, Scientific and Technical Division). (4) (U) Mr. Michael C. Kenney, Jr-, 1 Oct 80 - 30 Sep 81 (Chief, Requirements Team). 3. (U) SIGNIFICANT ACTIVITIES ae (U) Continuing Functions. (1) (U) The DFI was responsible for the functions performed by his directorate, as well as being the Program Element Director for general and S&T intelligence production activities. Additionally, immediate office functions, basScally the responsibilities of the Requirements Team, included: (a) (U) Establishment of policy related to intelligence support and the Army's intelligence production activities; (b) (U) Processing of all continental United States Arny intelligence production requirements; “UNCLASSIFIED 4-3 16 ” ‘
“UNCLASSIFIED (c) (U) The staff management of departmental production resources, and (d) (U) Programing and budgeting functions related to justifying the manpower/dollar resources of the Army's general and S&T intelligence production activities. (2) (U) The DFI exercised staff supervision over the OACSI Watch Office, the Project Manager's Officer (Red Team) and the OACSI Current Intelligence Division in FY 1981. These three activities are elements of the US Army Intelligence Operations Detachment and are included in Section 9 of this report. b. (U) Directorate Headquarters/Requirements Team. (1) (U) A new edition of AR 381-11, Threat Analysis, was published. This regulation prescribes policy and procedures, and assigns responsibilities within the Army, for requesting and providing threat analysis support, conducting threat analysis operations, and preparing and approving threat documents. (2) (U) A new edition of AR 381-19, Intelligence Support, was published. This regulation assigns responsibilities and establishes policy and procedures pertaining to DA intelligence support activities. (3) (U) A new regulation, AR 3€1-26, Army Foreign Materiel Exploitation Program, was published. This regulation prescribes policies, responsibilities, and procedures for the conduct of the Arny Foreign Materiel] Exploitation Program. (4) (U) In coordination with the Army intelligence UNCLASSIFIED b-4 163
UNCLASSIFIED production activities, the directorate developed inputs to the FY 1983-1987 General Defense Intelligence Program (GDIP) and “the GDI P Congressional Budget Justification Book. The DFI also provided responses to inquiries from DA, DIA, Director of Central Intelligence, Intelligence Coordinating Staff, and congressional elements supporting resources for the Army's S&T and general intelligence supporting programs. (5) (U) The Requirements Team also assumed responsibility for managing the Soviet Battlefield Development Plan (SBDP). The SEDP is a forecast of what Soviet Ground Forces on the battlefield to the year 2000 will look like and how they will fight. Ce (U) Intelligence Division (DAMI-FII) (1) (U) Comparison of Soviet and US Training Efforts. LTC Glenn A. Bailey, Jr., completed a major project initiated by a request from the VCSA. The study compared Soviet and US training efforts, wath focus on training practices, ammunition for training, vehicle use for training, and constraints on training. No major problems were encountered, and the project was successfully accomplished with the publication of Comparative Study of Soviet and _ US Training, DAMI~FII-S/E, 5 May 1981. The final document is available for review © in the Intelligence Divisicu. (2) (U) XIV Conference of American Armies. (a) (U) A second major project involving Intelligence Division personnel was the XIV Conference of American Armies. This project, designed to promote strong military-to-military relationshi ps 4-5 "UNCLASSIFIED 169
UNCLASSIFIED among the armies of the Americas, began in May 1981 when the United States Army agreed to host the XIV Conference of American Amies (CAA) at Fort McNair during the period 3-5 Nov 1981. A total of 23 countries in addition to the US were expected to participate. Because this year's CAA conference incorporated the Intelligence Conference of American Armies, OACSI has become deeply involved in the planning phase and assigned one officer (MAJ Michael E. Ryan) to work full-time in support of the Conference Secretariat established in ODCSOPS, DA. (b) (U) The single major problem experienced during the planning phacc of the XIV CAA was a shortage of trained personnel. Only one trained Latin American Foreign Area Officer (FAO) Was assigned to FII during this period, and he was umble to provide substantial assistance due to the demaads of normal workload. The FI vroject Officer thus had to rely hzavily on ITAC & DIA for a wide variety of assistance in problem solving. (ec) (U) By the end of the fiscal year, personnel problems persisted, yet planning contimed and a draft Combined Intelligence Appraisal of the Communist Threat to the Security of the Americas was completed by ITAC with input from FI. (4d) (U) Additional information can be obtained from. the XIV CAA “Preliminary Conference Report” published by DéM0-SSM. (3) (U) Major Studies/Intelligence Products. The Intelligence Division participated in the preparation of a wide variety of National Intelligence Estimates (NIE), Special National Intelligence Estimates (SNIE), Interagency Intelligence Memorandums 4-6 "UNCLASSIFIED 179
FOI/PA DELETED PAGE INFORMATION SHEET Page(s) withheld entirely at this location in the file. One or more of the following statements, where indicated, explain this deletion. Deleted under exemption(s) away ov2 (dD) (4), with no segregable material available for release to you. Information pertained only to a third party with no reference to you or the subject of your request. Information pertained only to a third party. Your name is listed in the title only. Documents originated with another/other Government agency(ies). These documents were referred to that/those agency(ies) for review and direct response to you. Documents originated with another Government agency. You will be advised as to the releasability of this information foliowing our consultation with the other agency. AXAAAXXAXANXXAXXXXXXXX X DELETED PAGE(S) X X NO DUPLICATION FEE X X ° POR THIS PAGE X . XAXAXAXAKXXAXXXXXAXAXX PAGE NO. or PAGES /7/__ To /74¢
jo jo d. (U) Other Intelligence Publications. As of the end of FY 198], Intelligence Division personnel were working on the drafts of three additional NIE's, and several IIM's. DAMI-FII action officers were also actively involved in seven Defense Intelligence Projections for Planning (DIPP), and several Defense Intelligence Estimates. (4) (U) Briefings. Intelligence Division personnel were very active throughout FY 1981 in the preparation and presentation of a wide variety of briefings. This effort took many manhours not only | in developing the raw material into e polished final product, but in the additional effort expended in obtaining top quality visual aids and related graphic support. Over 50 separate briefings were presented to sudiences ranging from the Secretary of the Army and members of Congress through various universities, foreign dignitaries, ie
ee "UNCLASSIFIED and reserve units, to private industry executives. Of particular note was the Worldwide Threat briefing prepared by LTC Alfred Biegel and presented on 8 separate occasions during FY 1981. (5) (U) Other Significant Activities. (a) (U) Intelligence Division personnel took advantage of both required and elective TDY during FY 1981 and traveled both within CONUS and to overseas locations on 11 separate major trips. This TDY, often in support of intelligence exchange conferences, offered the action officers an excellent opportunity to update themselves on their countries of responsibility and to renew and establish contacts within the intelligence community. (b) (U) Finally, Intelligence Division personnel participated actively in several military exercises including Proud - Spirit/MOBEX 80 and Potent Punch. In some cases, the Division was able to use the talents of Mobilization Designees on temporary duty with FII to satisfy the exercise requirements. de (U) Scientific and Technical Division (DAMI-FII) (1) (U) Soviet Battlefield Developm ent Plan. In response to requirements expressed by Commander, TRADOC, the S&T division organized and led a special task force which developed plans for production of a Soviet Battlefield Development Plann(SBIP) designated as Project GRASS ROOTS. S&T Division coordinated the formation of the GRASS ROOTS Study Advisory Group (SAG) and provided initial guidance to the SAG. Project GRASS ROOTS is intended to provide projections of Soviet ground forces capabilities through the year 2000 in an 4-12 ‘UNCLASSIFIED 179
lo integrated single body of documents covering all ground forces combined arms. Major proponency for this project was shifted to DAMI-FIR in August 1981. (2) (0) Army Staff Communist Weapons Education. This division developed and implemented the Army Staff Communist Weapons Education Program. This CSA directed program was designed to orient ARSTAF action officers on the capabilities and use of Soviet wea pons which would be encountered on the battlefield. Over 25 intelligence information papers were disseminated within the Army Staff. (3) (U) Four Power Threat Group Meeting. In June 1981 the S&T Division represented the US when Threat Group representatives of the SNR (Senior National Representatives) from France, United Kingdon, Germany, and the United States met in Charlottesville, VA, and drafted an updated version of the joint Soviet/ATGM threat. Revision of previous estimates was required based on new intelligence data and acquisition of the 1980 version of Tanks and Tank Troops edited by A. Babadzhanyan, Chief Marshal of Armored Troops. The revised threat description was accepted by the SNR‘'s and approved for release to NATO in September 1981. (4) stnonon ey “Lb 177
FOI/PA DELETED PAGE INFORMATION SHEET Page(s) withheld entirely at this location in the file. One or more of the following statements, where indicated, explain this deletion. Suse doz b . Deleted under exemption(s) ~ fb) (4) with no segregable material available for release to you. Information pertained only to a third party with no reference to you or the subject of your request. Information pertained only to a third party. Your name is listed in the title only. Documents originated with another/other Government agency(ies). These documents were referred to that/those agency(ies) for review and direct response to you. Documents originated with another Government agency. You will be advised as to the releasability of this information following our consultation with the other agency. AXXXXXXAXAXXAXXXAXXXXX X DELETED PAGE(S) X X NO DUPLICATION FEE X X ‘FOR THIS PAGE X . AAXAXANANANAKXXXXXXXXX PAGE NO. 77 or PAGES TO
(7) (U0) Threat Support for International and Interservice Projects. S&T Division provided and coordinated threat support for the following: (a) (U) Combat Effectiveness Subcommittee of the Joint Boland Control Committee, threat support war required to develop tri-nationally (US, FRG, France) coordinated modifications to the Roland Air Defense Weapons System. (9) (U0) Tri-service US Cruise Missile Threat St eer ing Group, responsible for providing coordinated threat support to all US cruise missile developments. (c) (U) Chief, Joint Management Office, Theater Nuclear Forces Communications, threat support provided in order to : 4 &15 COUR BES FAE Aen’
SECRET develop tri-service plans for upgrade of communications systems supporting US nuclear weapons in the European Theater. (d)> (U) TRITAC Joint Threat Steering Group, responsible for developing threat documentation for the Director Tri-service Tactical Communicatiens Office used in planning for theater communications at echelons above corpe. - (e) (U) US Air Force Tactical Air Warfare Center Project COMPASS CALL, threat information used in target critically and vulnerability studies directed toward production of a COMPASS CALL target list. 189
(10) (U) Information on Soviet Helicopters. . The S&T Division provide special support in the form of briefings and papers on Soviet helicopters for the following: (a) (C) Paper on HIND helicopter armor for Col Duceret, French Army ACSI. (Classified by ACSI; Review on NOV 2001) (b) (U) Memorandum for the Chief of Staff of the Arny on Helicopter Capabilities in Iran/Afghanistan. (c) (0) Under Secretary of Defense for Research and Engineering. (4) (0) Commander, DARCOM. (e) (U) Information paper on Soviet and US helicopters for military posture hearings of House Armed Services Committee. (11) ~<S7/NeFOR (12) (U) Briefing to IRIS Detector Committee. In response to the invitation of the Chairman of the US Infrared Information Symposium (IRIS), S&T Division presented a technical peper on Soviet &-17
TUNCLASSIFIED and Polish Infrared detector research at the Spring 1981 meeting of the IRIS detector committee. The paper reviewed intelligence on Soviet and Polish detector research at the SECRET level and was presented to the forum which included principal researchers in infrared technology from government and industry. 4-18 ‘UNCLASSIFIED 18.
[UNCLASSIFIED SECTION 5 FOREIGN LIAISON 1. (U) GENERAL. ae (U) The Foreign Liaison Directorate (DAMI-FL) continued to provide the single point of contact and channel of communication between DA and foreign military attaches as well as support to SECDEF, OSA, CICS, OCSA, ODCSOPS, and OACSI in conducting tours for foreign officers. DAMI-FL acts as Army representative at official social functions hosted by foreign embassy personnel. The office provides for the administering and arranging of DOD and DA VIP tours, Soviet travel, self-invited visits, requests for information and documents, ciplomatic and DA accreditation programs, foreign national uospitalization and awards, holiday congratulatory letters, social functions, foreign national identification cards, foreign attache files, and protocol calls. It coordinates with US Army attaches on quid pro quo, reciprocity, information requests, briefings, and debriefings. The Director of Foreign Liaison serves also as Chief of the Foreign Liaison Office, which is an element of the OACSI Field Operating Agency--US Army Intelligence Operations Detachment. b. (U) Within the Army staff, foreign liaison is performed by two elements: the Directorate of Foreign Liaison, which falls directly under the Assistant Chief of Staff for Intelligence, and the Foreign Liaison Office, Intelligence Operations Detachment, which is responsible to the Director of Foreign Liaison for normal operational activities. The Foreign Liaison Office consists of three branches: 1 [UNCLASSIFIED
‘UNCLASSIFIED Foreign Attache Support, Tours, and Protocol. The Director of Foreign Liaison continues to be Colonel Harry L. F. Ching, who was assigned to that position on 15 November 1979. 2. (U) SIGNIFICANT EVENTS ae (U) Foreign At tache Support Branch (1) (0) The Attache Support Branch accredits foreign military and civilian personnel to US Army agencies, commands, and activities, in consonance with policy governing disclosure of information to foreign nationals; receives, processes, and monitors requests by foreign nationals for visits to US Army agencies and defense contractors in regions under Army responsibility; responds to information and document requests from foreign military attaches. (2) (U0) During the reporting period there were 621 foreign national personnel cleared to conduct business directly with subordinate US Army agencies and commands. There were 1,605 requests for documents and information of which 731 were for classified material. These numbers do not reflect information and document transfer handled directly by US Army agencies and commands through the foreign liaison officers who are accredited for this purpose. The directorate received and processed 9,442 self~-invited visit requests, of which 1,618 were of a classified mature. These requests are processed under the provisions of AR 380-25, Foreign Visitors and Accreditations. be (U0) Tours Branch. The Tours Branch administered official visits of foreign defense/military visitors to the US under the s-2 }UNCLASSIFIED
“UNCLASSIFIED provisions of AR 550-2, Visits to Department of the Army and Activities. During the reportng period, a total of 70 tours were administered. These tours consisted of: (1) (U) VIP Tours: VIP tours are administered for the counterparts and official guests of the SA, CSA, VCSA, and other senior DA officials, excluding the ACSI. This category also includes those visits administered on a rotational basis with the other services for guests of SECDEF, OSD, and CJCS. During FY 1981, 31 VIP tours were conducted. Of the VIP tours, nine were the counterparts of the CSA and one was the guest of the VCSA. Eleven were sponsored by OSD/SECDEF or CJCS. Ten were sponsored by other government departments or were self-invited visitors. In addition to these tours, DAMI-FLT partially funded but did not administer an additional 11 tours. (2) (U) G2 Tours: These tours are administered for counterparts or guests of the ACSI. Five visits were conducted under this category. (3) (U) Orientation Training Tours (OTTs): OTTs are conducted under the auspices of the International Military Education and Training Program (IMET) or the Foreign Military Sales Program (FMS). The purpsse is to acquaint senior foreign officers with US Army doctrine and training methods. During the reporting period, 14 OTTs were administered for 68 foreign participants. (4) (U) Schools Tours: These tours are conducted 10 times a year under the auspices of. IMET and FMS for foreign students 5-3 UNCLASSIFIED 18d
UNCLASSIFIED attending US Army service schools (career course level and above). The tours acquaint participants with HQDA, State Department, and other government and civilian institutions in th Washington, DC, area. Six hundred thirty-five students participated in the 10 tours conducted. (5) (U) Special Tours: These are tours conducted on an annual basis for official visits not coming under paragraphs l-to 4, above. This category also includes ad hoc tours by official guests on a one-time basis and the various attache tours sponsored by the ACSI. During FY 1981, 10 special tours were administered for 270 participants. They were as follows: (a) four Foreign Military Staff College tours--120 participants; (b) three Attache’ tours--131 participants; (c) three special tours—19 participants. Ce (U) Protocol Branch. The Protocol Branch processed requests from foreign governments for hospitalization of foreign nationals in US Army hospitals; processed ACSI recommendations for the awarding of US decorations to foreign nationals located in the US; for the Chief of Staff, processes US Army congratulatory letters to various foreign Army Chiefs of Staff Counterparts and foreign military attaches in Washington, DC, on their countries’ national holidays, promotions, appointments, and retirements; processes requests from foreign attaches and their families for Uniform Services Identification Cards; arranges for protocol calls on the Secretary of the Army, Deputy and Assistant Secretaries, CSA, VCSA, and ACSI and provides information books in support of these calls. Soviet military travel is monitored by the Protocol Branch. ; . 5-4 UNCLASSIFIED 16 v
‘UNCLASSIFIED (1) (U) There were 10 requests from foreign governments for hospitziization in US Army hospitals. Five were disapproved. (2) (U) Recommendations for awards to foreign military aignitaries are processed in the Protocol Branch. Twenty-eight were approved; five were disapproved. (3) (U) Letters are sent to CSA and ACSI Counterparts ia accordance with accepted international protocol procedure. There were 126 letters on the occasion of national holidays, 49 CSA Counterpart letters, 61 ACSI letters, and 24 pieces of other correspondence, for a total of 260 pieces of correspondence for the reporting year. (4) (U) The Protocol Of fice also monitors Soviet military travel, in which 17 requests were made. Fourteen were approved, and three were disapproved. There were nine travel requests from Soviet military families. None of these requests were denied. s-5 "UNCLASSIFIED Vast, ~e
UNCLASSIFIED SECTION 6 INTELLIGENCE RESOURCES MANAGEMENT (U) 1. (U) AN OVERVIEW OF FY 1981. During FY 1981, the Intelligence Resources Management Directorate (DAMI-RM) continued to discharge its responsibilities for the formulation, justification and defense of Army intelligence resource requirements and for providing advice and assistance to the AGI and OACSI directorates, offices, and FOA in the planning and minagement of manpower, personnel and administrative support systems. Other major actions for FY 1981 included implementation of new programs in performance appraisals for interns and for Merit Pay and General Schedule employees, implementation of the automated mailroom system, improvements in the Word Processing Center's equipment and capability, and the filling of the OACSI Security Manager and Security Intern positions. These actions, plus a variety of others worthy of mention in this report, are discussed below. 2. (U) ORGANIZATIONAL CHANGES. Ae (U) There were no major organization changes in FY 1981. b. (U) The Director of Intelligence Resources Management was Colonel J. M. Bryden who served in that capacity for the entire reporting period. The Chief of the Program Budget/Management Division was Mr. Samuel E. Lester. The Chief of the Personnel and Services Division was LTC Charles A. O'Brien, Jr. 3. (U) PERSONNEL AND ADMINISTRATIVE SERVICES DIVISION (DAMI-RMA). Ge (U) General 6-1 ' UNCLASSIFIED
“UNCLASSIFIED 1. (U) The division contimed to perform through its three branches. In addition to the supervision of these branches the division was staffed with a full-time security manager and security intern. Additionally, the division chief continued as the ARSTAF principle point of contact for all Army attache nominations and personnel actions. The Army nominated to the Defense Attache Service the following Army personnel for attache/attache support assignments. Brigadier General - 1 Colonel - 15 Lieutenant Colonel - 21 Ma jor - 2B Captain - 1 Warrant Officer - 24 Enlisted - 37 TOTAL i2 (2) (U) The division chief also initiated two major JCS actions which were approved in favor of the Army; specifically the upgrade of the Defense Attache position to Mexico from Colonel to Brigadier General and the changing of the J-2 position EUCOM from Air Force dedicated portion to selection on a best qualified basis. This action, for the first time, allows the Army to nominate a general officer to fill a J-Z position. Previous to the action all J-2 billets had been Air Force dedicated. b. (U) Personnel Branch (DAMI-RMA-P). The Personnel Branch was very active during this period instituting new programs in Performance Appraisals for Merit Pay and General Schedule employees, and Intern Programs as well as providing the personnel support and personnel 6-2 UNCLASSIFIED 189
UNCLASSIFIED management for the QACSI staff and field elements. The OACSI, Defense Intelligence Agency and Defense Attache System Mobilization Designee (MOBDES) Programs continued to flourish with the approval of additional spaces on the OACSI and DIA TDA's. Significant actions were zs follows: (1) (U) Implementation of the Merit Pay and General Performance Evaluation System (a) (U) Merit Pay. As directed by the Civil Service Reform Act, the Merit Pay System is designed to attract and retein highly competent supervisors and management officials. Ma jor accomplishments included the establishment of performance standards, processing of mid-point appraisals in February 1981 and anmal performance appraisals in July 1981 for the 37 individuals cevered by merit pay. Training sessions were conducted to educate both supervisors and employees on the new system. (b) (U) General Performance Appraisal System (GPAS). As directed by the Civil Service Reform Act of 1978, the goal of the General Performance Appraisal System is to link individual and organizational goals; insure that employees are informed in writing of taajor and critical job elements and performance standards and are held accountable for meeting these standards (and are given a chance to improve if they have not met all the standards). Training sessions were conducted to educate supervisors and employees on all phases of the new system. Performance standards have been completed on ail employees under the system (approximately 100). The new system went into effect 1 May 1981. 6-3 .UNCLASSIFIED 19!
UNCLASSIFIED (2) (U) Training. During the reporting period, OACSI personnel continued to improve their capbilities with training opportunities. A total of 46 military personnel and 63 civilian personnel completed courses which ranged from hourly correspondence sessions to several months for some of the technical and professional level training. This was an increase of 12 1/2% in military training and 38% in the civilian training. (3) (U0) Intern Program. The Secretary of the Army intensified the civilian career intern program and the OACSI requested and received nine (9) centralized intern spaces (1 ADP for DAMI~AM; 1 Communications for DAMI-AM; 1 Comptroller for DAMI-RM; 1 Security for DAMI-RMA-S; 2 Intelligence for DAMI-FI; 2 Intelligence for DAMI-IS and 1 Intelligence for DAMI-C1). Training plans have been implemented and the interns have been very productive. (4) (U) Awards. The following awards were processed during FY 1981: (a) (U) Military Awards: Number Legion of Merit ll Meritorious Service Medal 36 Army Commendation Medal __6 TOTAL 56 (b) (U) Civilian Awards: Number Meritorious Civilian Service 1 Commander's Award 1 Outstanding Performance Appraisal 63 6-4 ,UNCLASSIFIED i
UNCLASSIFIED Quality Step Increase 1l Sustained Performance Award 10 TOTAL 86 (5) (U) Equal Em ployment Opportunity. Since equal - employment opportunity is now considered a critical element in both the Merit Pay and GPAS performance standards, a class was held by MDW Equal Employment Opportunity Office with the OACSI merit pay employees and their supervisors. There were 26 employees in attendance on 25 August 1981. (6) (U) Equal Opportunity. Five sessions of equal opportunity training for all officers and their civilian supervisors (GS-9 and above) were held during September and October 1981. A total of 58 officers and 5 civilian supervisors attended this training. (7) (U) Mobilization Designee (MOBDES) Training. MOBDES officers continued to help in the accomplishment of the OACSI mission by performing projects which would enhance the capabilities of the reservist in the event of mobilization. There were 81 OACSI MOBDES processed for training tours and 90 MOBDES were processed for tours with Defense Intelligence Agency and Defense Attache System. Co (U) Administrative Services Branch (DAMI-RMA~A) - The Administrative Services Branch continued to provide basic service support to OACSI, including administrative, publications, mail and distribution, procurement of office equipment, and coordination of GSA and contract support related to physical plant and equipment. 6-5 ‘UNCLASSIFIED 192
"UNCLASSIFIED Significant actions during this fiscal year were: - (1) (U) Automated Mailroon. During the February - June time frame, the new INFOREX 500 equipment was installed in the newly remodeled distribution center in room 2C480. The facility became fully occupied en 2 July when ali equipment and personnel were moved from the old location. The newly installed pneumatic tube for messages became operational on 3 July. Training on the new equipment began in early July and contined throughout most of August. On 24 August, the center and its equipment became fully operational. The automated mailroom consists of INFOREX 500 computer terminals which enable operators to extract critical information such as the subject, date, addressee, key words, etc., from incoming documents. This information is stored in a computer master file which produces taskers, suspense lists, and identifies overdue suspense documents as required. The equipment also controls TOP SECRET, NATO secret, and joint documents. (2) (U) Mi cr ogr aphic System. A Sell and Howell Microx System was acquired as a part of the OACSI mailroom automation. This system consists of a storage unit (M-unit), camera, duplicator printer, duplicator processor, and a reader/printer. The M-unit is capable of storing the equivalent of 130 file cabinets and has the potential for achieving considerable space savings. The microx camera produces archival quality (master) fiche and has an erase/annotate feature which allows the reuse of fiche containing nonpermanent records or the annotation of stored documents as obsolete or rescinded. Eventually all permanent records and most nonpermanent 6-6 _ UNCLASSIFIED
UNCLASSIFIED records will be microfiched. The master file will be stored in the distribution center in an Access Information Control Systems System M microfiche storage/retrieval unit (M-unit). Microfiche in the M-unit can be automatically retrieved by using the number assigned at time of creation. The master fiche can be duplicated or paper copies of specific frames (pages) can be produced for use by managers and action officers at their desk. (3) (U) Improvement of OACSI Word Processing (WP) Capabilities. The Administrative System Acceleration Plan (ASAP) Survey Team conducted a survey of OACSI from 17-24 October 1980. The ASAP Survey Team was organized by the Office of The Adjutant General (TAG). The results of this survey were presented on 12 March 1981 and statistically supported 29 stand-alone word processors for OACSI. A planning meeting was held on 24 March 1981 to resolve the priorities for allocation of the 29 word processors, the future af the centralized word processing center (WPC), and the allocation of WPC personnel spaces in the event of partial or com plete decentralization. On 16 April 1981, as a result of the plenning meeting, a decision memorandum was forwarded to the ACSI recommending complete decentralization of the WPC and the establishment of a OAGI Office Systems Manager position which would have management responsiblity for the 29 word processors and any future office automation equipment. Additionally the memorandum addressed the distribution of the new word processing equipment (WPE) and redistribution of the WPC personnel spaces. Thie memorandum was approved by the ACSI on 4 May 1981 with minor modifications to the 6-7 ‘UNCLASSIFIED
UNCLASSIFIED recommended distribution/redistribution of the WPE and WPC personnel spaces. It was also decided to discontinue centralized dictation service due to low utilization compared to the high cost of lease and maintenance agreements. Low usage was attributed primarily to the high percentage (70%) of classified material processed in OACSI. On 8 May 1981 the HQDA Office Systems Planning Group (OSPG) was notified that the Dictaphone System 193 (Army owned) and the Dictaphone Mast ermind 2000 (leased) were available for redistribution. Dictaphone Corporation was notified to terminate the associated maintenance and lease agreement on 30 September 1981. Associated telephone circuits were disconnected during June 1981. Following approval of the decision memorandum a word processing proposal was written IAW AR 340-8 Army Word Processing Program» On 14 May 1981 the WP proposal was submitted to the HQDA OSPG for approval. In April 1981 one Lexitron 1202 TEMPEST word processor was leased to satisfy an immediate need in the OACSI Watch Office (DAMI-F10). On 1 September 1981 the OSPG approved the OACSI WP proposal.e The OSPG approval stipulated that the Lexitron 1202 TEMPEST word processor previously leased for use by DAMI-FIO would be purchased and the remaining 28 pieces of WPE (25 TEMPEST and 3 nonTEMPEST) would be procured utilizing a Request for Proposal (RFP). An RFP was written and the procurement package was prepared for submission to the Defense Supply Service - Washington (DSS-W) in October 1981. (4) (U) Improvements in OACSI_ Reprographic Capabilities and Support. In December 1980 two ™ «“Secretary III" copiers were temporarily leased to enable the Special Project Team (Litigation) 6-8 UNCLASSIFIED
UNCLASSIFIED (DAMI-ZCL) meet a court ordered reprographic requirement which exceeded the capabilities of the Saxon I copier. As DAMI~-ZCL copy requirements decreased on 3M “Secretary ILI” was released for use by another Army agency- In July 1981 a Canon 6300S copier was procured to support the OACSI Automated Mailroom. This copier was leased for 12 months with an option to purchase and will provide a means to document copy requirements for the automated mailroon. d. (U) Security  (DAMI-RMA-S). The positions of security manager and security intern were filled during this period. Major accomplishments included the installation of improved physical security locks in various offices, initiation of after hours security inspections, improved procedures for visitor control including furniture relocation and the installation of flashing red light systems and the test and repair of the alarm instrusion sensor system located in the SCIFs. Consolidated and assumed responsibiltiy for the OACSI billet roster. The only major problem encountered was the time required to accomplish the secure lock installation and the alarm and intrusion repair. 4.(U) PROGRAM BUDGET/MANAGEMEN:” DIVISION (DAMI-RMB). The Program, Budget and Management Division performed its mission through an organization consisting of two teams. Significant actions of each team are discussed below. ae (U) Program and Budget Team (DAMI-RMB-B ). (1) (U) The Program and Budget Team was headed by LTC James Y. Benvenuto until the spring of 1981 when he transferred to the 6-9 UNCLASSIFIED cS Cz
UNCLASSIFIED Office of the Chief of Staff. He was succeeded by LTC. James R. Robinson. (2) (U) The FY 1983-87 National Foreign Intelligenrc:. Program (NFIP) formulation process began at HQDA on 27 February 1981 with a program review between the ACSI and intelligence field commanders. A program review was held with representatives of the Defense Intelligence Agency (DIA) on 26 March 1981. The ACSI made final program ranking decisions on 26 March 1981. Subsequent program decisions by Director, DIA, and Director of Centrai Intelligence (DCI) in June and August 1981 provided the baseline for development of the FY 1983 NFIP budget submission to the DCI. (3) (U) In December 1980 and January 1981, budget justification books for the FY 1982 NFIP budget were prepared for review by the Congress. (4) (U) In the analysis of the FY 1980 GDIP budget, Congress concluded that important initiatives were necessary to improve the quality of intelligence analysis. They approved an increase of 33 manpower spaces to the GDIP end strength in order to expand analytical capabilities. During review of the FY 1981 budget, Congress continued its efforts to improve intelligence analysis by approving 80 additional spaces for analytic functions. (5) (U0) Concurrent with the development of the NFIP, OACSI developed and was the ARSTAF proponent for 13 Program Development Increment Packages (PDIPS) in the FY 1983-87 Army Program Objective Memorandum (POM). All PDIPS are dncluded within the basic level of 6~10 : 19 UNCLASSIFIED
"UNCLASSIFIED the Army's FY 1983-87 budget submission to Office, Secretary of Te fense. , (6) (U) The FY 1981 year-end accounting reports for Army General Operating Agency (GOA) 12 were compiled, processed and certified without a single error. (7) (U) Army Fiscal Station 49013, a field activity of Aruy General Operating Agency 12, became inactive after the clearance of approximately three hundred prior year transactions (1975-1977). The US Army Finance and Accounting Center (USAFAC) will be asked to officially deactivate the station effective at the end of FY 1982. b. (U) Management Team (DAMI -RMB-M) - (1) (U) The Management Team was headed by Mr. Russell E. Dulaney from the beginning of the reporting period until 11 April 1981 at which time he transferred to the Office of the Deputy Chief of Staff for Personnel. Mr. John Prather, a member of the team, was detailed as acting team chief on 12 April 1981 and served in that capacity through 24 May 1981. On 25 May 1981 Mr. Douglas Fargo, formerly of the Office of the Deputy Chief of Staff for Personnel, was assigned as team chief. (2) (U0) Organization and Functions. ae (U0) CSR 10-27, Organization and Functions, OACSI, was updated for publication on 23 December 1980. be. <A complete revision of OACSI-R 10-4, Organization and Functions, OACSI, was finalized for publication on 1 January 1981. This revision implemented a new format that clearly related 6-11 LUNCLASSIFIED 195
UNCLASSIFIED subfunctions to the OACSI functions listed in CSR 16-27. The format also related manpower authorizations to subfunctions, prioritized subfunctions, and provided a basis for development of individual civilian employee performance standards under the General Performance Appraisal and Merit Pay Systems. c- (U) In April 1981, the team relinquished to the Directorate of Intelligence Systems functional responsibility for maintaining and presenting the OACSI Overview Briefing that is given to foreign dignitaries and US officials who visit OACSI, OACSI Mobilization Designee officers, and new OACSI personnel. (3) (U) Organizational Effectiveness. ae (U) The team coordinated OACSI's participation in Performance Management on the Army Staff (PMAS) by the preparation of read-ahead materials for the ACSI/DACSI to use at eix Army Staff Council Reviews of the Army Staff objectives outlined in SSM 80-5-28, Performance Management on the Army Staff, dated 21 October 1980. be (U) OQACSI's responses for three of the weekly Secretary of Defense Performance Reviews which began in June 1981 were coordinated. OACSI participated in the preparation of information | papers to be used by the Secretary of the Army and the Chief of Staff, Army at these three reviews. Fach review focused on a specific issue requiring the personal attention of the Secretary of Defense. ce (U) OACSI results of the Army Staff Personnel Attitude Survey were analyzed and distributed. The survey was conducted in August 1980 but the results were not received until 6-12 [UNCLASSIFIED J9y
UNCLASSIFIED December 1980. An OACSI Action Plan was developed to address agency-wide management and working environment problems eur faced by survey results. (4) (U) Staffing for Special Projects (Litigation). In June 1981, approval was obtained from the Office of the Chief of Staff, Army for continuing authorization of four overstrength positions through June 1982. These four positions are used to staff the OACSI Special Projects Team (Litigation) which supports the Office of the Judge Advocate General in litigation involving Army Intelligence. (5) (U) OACST Alternative Work Schedules Experimental Program. March 1981 marked the conclusion for the 13-month reyorting period of the Alternative Work Schedules Experimental Program. Based on input data/information from OACSI personnel and the report prepared for and submitted to the Office of Personnel Management, some change to the program were directed by the ACSI. Essentially those changes were: (a) (U) Elimination of the option to work a 10-hour day, four day work week; and (b) (U) Exployees who elected to work nine~hour days may mow schedule their day off on any day of the week (with supervisory approval). Under the previous program, only Mondays or Fridays were allowed as the day-off. (6) (U) Review of OACSI General Officer Requirements. The Annual Review of General Officer Requirements for FY 81 was 6-13 LUNCLASSIFIED “: wa? -”n, ~~
UNCLASSIFIED accomplished, and updated job descriptions for all positions (actual and required) were forwarded to the Depty. Chtef of Staff for Personnel on 28 August 1981. Requirements for FY 81 remained at the same levei as for FY 80. (7) (U) Army Linguist Program Functional Transfer. The VCSA approved the transfer of the Service Program Manager (SPM) for the Army Linguist Program from DCSOPS to OACSI at a decision briefing on 23 October 1980. This approval included the associated cost of one manpower space to be added to the ARSTAF to perform SPM functions. A request for the additional manpower resource was initiated in March 1981 and denied by CSA in June. The denial was based on concern for increasing the size of the Army Staff and the ceiling placed on the individual Army Staff agencies in November 1980. A reclama was submitted to OCSA pointing out (a) that the VCSA had approved the transfer of the linguist function to OACSI with associated manpower resources prior to the imposition of the ARSTAF ceilings, (b) that Chief of Staff Memorandum 81-5-14, Army Linguist Management Initiatives dated 4 June 1981, directed the transfer with supporting manpower, and (c) that Chief of Staff Regulation 11-9, Policy for Resource Support of DA-Directed Program Changes prohibits the transfer . of a function without its supporting resources. By memorandum dated 31 July 1981, the Chief, Staff Management Division, OCSA, approved the increase of one officer space for OACSI. At the close of the fiscal year, the actual allocation of the manpower space was pending. 6-14 (UNCLASSIFIED 20%
UNCLASSIFIED (8) (U) OACSI Organizational Changes. (a) (U) Transfer of the Current Intelligence Division. On 24 October 1980 the Current Intelligence Division (CID), an element of the US Army Intelligence and Threat Analysis Center (ITAC), INSCOM, was placed under the operational control of OAGI. Effective 1 April 1981, the CID was reassigned from ITAC to the US Army Intelligence Operations Detachment, a field operating agency of QACSI. The Management Team was responsible for preparation of IOD TDA changes and initiation of a revision to AR 10-61, United States Army Intelligence Operations Detachment (Short Title: USAIOD) to document the transfer of CID. (b) (U) Discontinuance of the OACSI Inspector General (1G) Office. Having been determined by the ACSI that OACSI IG Office was no longer needed, that office ceased operat ions on 10 April 1981, and was formally disestablished effective 1 June 1981. These actions were announced in messages HQDA, (DAMI-ZA), DTG 0814502 Apr 81 and DIG 051700Z Jun 81, respectively. Residual functions of intelligence inspection/oversight responsbilities were assigned to the Office of the Special Assistant to the ACSI (DAMI-ZC). The Management Team took the necessary administrative and TDA actions in conaection with the discontinuance of the OACSI IG Office. (c) (U) Reorganization of the Counterintelligence Directorate. On 15 June 1981, a revised OACSI TDA was submitted to the Director of Management, OCSA, which documented the proposed structuring of the Counterintelligence Directorate into two 6-15 [UNCLASSIFIED
UNCLASSIFIED divisions: Counterintelligence and OPSEC Division and- Security Division. This reorganization included the transfer of the automation security function from the Intelligence Automation Management Office (DAMI-4M) to the CI Directorate. At the close of the fiscal year, the Director of Management had not approved the reorganization. (9) (U) Manpower Management Survey of Foreign Liaison Functions. In July 1981, the Management Team initiated a manpower Management survey of the foreign liaison function, to include the Foreign Liaison Directorate (DAMI~FL) and the DAMI-FL elements in the US Army Intelligence Operations Detachment. This survey was in progress at the end of the fiscal year. (10) (U) Organization and Functions Chart. In July 1981, an organization and functions chart was developed for the Office of the Chief of Staff for Intelligence by the ‘tanagement Team. The chart displays the organizations and functions, by directorate, down to the division level in a line chart format for the purpose of providing a source of information and ready reference for OACSI, ARSTAF, and MACOM personnel. The chart was distributed to various ARSTAF agencies, Arny Commands, and Military Groups, as well as to OACSI personnel. Because it is a useful guide in determining and becoming familiar with the organization and functions of OACSI, it is also being distributed to incoming personnel. 6-16 [UNCLASSIFIED
“UNCLASSIFIED SECTION 7 INTELLIGENCE AUTOMATION MANAGEMENT (U) 1. (U) AN OVERVIEW OF FY 1981. as (U) During FY 1981, the Intelligence Automation Management Of fice (DAMI-AM) continued its mission to serve as HQDA systems manager and validation and approving authority for life cycle actions related to automated intelligence and recurrent ADP systems, to exercise staff responsibility for all aspects of the security of automated systems, and to represent the ACSI on boards, panels, committees, conferences and working groups related to automation in the Army and/or intelligence community. b. (U) Major improvements in the Army portion of the Department of Defense Intelligence Information System (DODIIS) Intelligence Data Handling System (IDHS) were completed during Fy 1981. These accomplishments included upgrading of equipment at CONUS and overseas sites; in addition, major software improvements were completed, tested and fielded for the Army System for Standard Intelligence Support Terminals (ASSIST). ce (U) In the field of automation security, the program continued and expanded in scope of impact through recognition by the Quadripartite Working Group on Automation Interoperability (QUG/AI) of the American, British, Canadian and Australian (ABCA) Armies that automation security is a key factor in operation of tactical interoperable command and control systems of the ABCA Armies. OACSI (DAMI-AMP) participated in working group meeting of QW /AI May 1981. 2. (U) ORGANIZATION AND KEY PERSONNEL. The ACSI approved a proposed organization change that moved the automation security function from the 4 “UNCLASSIFIED
‘UNCLASSIFIED Intelligence Automation Management Office to the Directorate of Counterintelligence. The transfer of the function and associated personnel was scheduled to take place in FY 1982. LTC (P) Duncan D. Briggs was selected to replace COL Jerome P. Timlin as Chief of the Intelligence Automation Management Office. The office, which has an authorized strength of eight officers and 15 civilians, is organized with a- Life Cycle Management Branch (DAMI-AML) and a Plans, Program and Automation Security Branch (DAMI-AMP). Mr. Donald L. Southall served as Chief of the Life Cycle Management Branch throughout 1981. On 6 October 1980, Mr. James D. Tadlock became Chief of the Plans, Program and Automation Security Branch. 3. (0) SIGNIFICANT ACTIVITIES. a. (U) Plans, Program, and Automation Security Branch (DAMI-AMP). (1) (U) Army Automation Security Program. (a) (U) The Army Automation Security Program (AASP) contimes to be supported in all commands. (b) (U) This is the first year during which a Program Development Increment Package (PDIP) has been successfully defended by OACSI; by internal reprogramming actions OACSI was able to rescue the PDIP and have it funded for FY 1983-87 cycle. (c) (U) The OACSI contract to develop training material for ADP System Security officers was completed and is now undergoing a thorough evaluation prior to editorial action and formalization as an official Army Technical Bulletin and other training material. This action continues to be in conjunction with TRADO. 7-2 UNCLASSIFIED
UNCLASSIFIED (d) (U) OACSI became directly involved in support to the Vertical Force Development Management Information Systems (VFDMIS) for the ODCSOPS and the All Source Analysis System (ASAS), a joint USA/USAF battlefield oriented system. OACSI support consisted cf personnel to participate in writing of specifications and security criteria for those systems. (e) (U) OACSI sponsored the first MACOM Automation Security Workshop (7-9 Apr 81). This was attended by a+1 CONUS MACOMS (OCONUS MACOMS not invited because of TDY constraints). Cf) (U) The Under Secretary of the Army, Mr. James R. Ambrose, was briefed (13 Aug 81) concerning the AASP. He emphasized that the program should (1} focus upon the really significant automated systems which affect the Army's ability to fight; (2)ensure that proper emphasis is placed upon the technological aspects of automation security; (3) contribute to curbing waste and fraud. (2) (U) Plans and Program. During the last year planning and programming for a significant expansion of the Army IDHS took place. The fiscal budget for 1982 provides for a two phase procurement of a major computer to support the Intelligence and Security Commands’ Intelligence Threat and Analysis Center (ITAC). This computer will support ITAC in satisfying its Army world-wide, all-source, ground forces intelligence mission. For the fiscal program of 1983, justification for expansion of the IDES capacities has been approved at several commands. Headquarters US Army Europe (USAREUR) is scheduled to precure a large-scale host computer to Satisfy its theater intelligence requirements. Smaller, but equally important requirements, were identified for IDHS support to the 66th MI 73 "UNCLASSIFIED
UNCLASSIFIED Group, the upgrade of support to US Forces Korea/Eighth US Army and initiation of the Army's Training and Doctrine Command (TRADOC) into the IDHS network. Funding for the initial stages of automation security of the Army IDHS sites was recognized and programmed for the 1983 recommended budget. These activus constitute the largest Army program that has ever been prepared. It is highly ambitious. b. (U) Life Cycle Management Branch (DAMI-AML). (1) (U) During 1981, DAMI~AML continued to monitor and provide guidance to the Army IDHS community concerning ADP life cycle activities. Requirements for equipment procurement and contract services were coordinated with apprepriate agencies. DAMI-AML provided automated intelligence support to scientific and technical intelligence analysis and production, indications and warning, and general technical and target intelligence production. It supported virtually every intelligence activity in the Army General Defense Intelligence Plan (GDIP), as well as other departmental organizations and activities: Maintained AN/GYQ-21(V) minicomputers for all Army and Arny supported IDHS sites. - Maintained and improved computer software for intelligence analysts. - Provided automated intelligence support to operational commanders. - Mobile operational intelligence support (Intelligence Information Subsystem (IISS)) to US Army Europe. - Automated I&W support to the Supreme Allied Commander, Europe (SACEUR) in his role as Commander in Chief, Europe (USCINCZUR). - I6W and intelligence support to US Forces, Korea and the Eighth US 7-4 ‘UNCLASSIFIED au"
UNCLASSIFIED - Implementation of the DIA Delegated Production System. (2) (U) Intelligence and Security Command (INSCOM) ADP Support. (a) (U) A Special relationship exists between this MACOM and the OACSI Staff for automation management. The INSCOM staff provides the technical staff to develop and maintain the Army's ASSIST computer software while the Life Cycle Management Branch is responsible for ASSIST Project management and configuration control. (b) (U) HQ INSCOM Computer Upgrade. The United States Army Intelligence and Security Command (INSCOM) elements, Intelligence and Threat Analysis Center and Automated Systems Activity are improving and modernizing their automation capability to provide support for diverse intelligence and threat production requirements in support of both Army and National level users. This production takes the form of numerous hard copy documents; digital formats supporting DIA delegated production; briefings; and ad hoc requests for intelligence support. The intelligence contained in these products is derived from previously analyzed information stored within INSCOM, national level automated intelligence data systems, hard copy documents produced by other agencies, and from source material such as Intelligence Information Reports, cables, SIGINT reports, and imagery. INSCOM is currently unable to completely fulfill the ever increasing intelligence production requirement in the required time frames. Their present automation support is widely splintered and inefficient. The IBM 360/40 System at Fort Bragg was upgraded to an IBM 370/145. A shared Honeywell Army WWMCCS system is located in the Pentagon. These systems were designed to support divergent organizations that were later assembled to 7-5 209 ‘UNCLASSIFIED :
"UNCLASSIFIED form the Intelligence Threat Analysis Center (ITAC). To improve and modernize the INSCOM configuration, the Automation Life Cycle Management Office has projected funding for implementation of a system concept for improved automation support to the intelligence production effort within HQ INSCGM which will be implemented during FY 1983. (c) (U0) The INSCOM Theater Intelligence Center-Pacifie (ITIC-PAC) installed a PDP 11/70; providing hardware to support the initial automation of intelligence data requirements supporting the intelligence analysts' at WESTOOM/ ITIC-PAC. (3) (U) EUCOM AIDES. Major computer hardware upgrades took place at HQ EUCOM with the replacement of four (4) Digital Equipment Corporation PDP 11/45's with PDP 11/70. A communication upgrade to overcome technical and operational difficulties between HQ USAREUR and HQ EUCOM was accomplished through the use of a wideband circuit and Timeplex T~96 multiplexers. Additional computer memory and other new equipment changes were made at USAREUR and EUCOM. (4) (U) Army System for Standard Intelligence Support Terminals (ASSIST). (a) (U) ASSIST fis a project of OACSI to modernize and improve data processing capabilities at Army Supported Intelligence Data Handling System sites worldwide. It involves the standardization of both computer hardware and software, the internetting of supported computers, and provides for access to National intelligence data bases. Incorporating compatibility with Defense Department Worldwide Military Command and Control systems, ASSIST provides responsive and timely computer terminal oriented intelligence analyst services and advanced telecommunications capabilities. 7-6 ‘UNCLASSIFIED 209
"UNCLASSIFIED (db) (U) During 1981, under a multi-year contract, a new ASSIST software package (Version 4.1) was released to field sites. The new release incorporates substantial improvements including operational interfaces to an advanced telecommunication software package developed by the Defense Intelligence Agency. Additionally, under the same multi-year contract, another ASSIST software package (Version 5.0) is being developed which will significantly simplify intelligence analyst interaction with large data bases on remote host computers. The multi-year contract, which also provides for maintenance and enhancement of the current operational ASSIST software, was modified through an Engineering Change Proposal submitted by the vendor to provide additional maintenance and interfaces to other operaticnal National data bases. ASSIST support with access to National data bases was provided to the Medical Intelligence Information Agency (MIIA). Additional plans were developed to provide ASSIST support to 22 Training and Doctrine Command locations at various sites within the Continental United States under FY 1983-85 programs. (5) (U) Foreign Science and Technology Center (FSTC). During 1981 approval was obtained from the Assistant Secretary of the Army for Installations Logistics and Financial Management (ASA (IL&FM)) to replace the FSTC IBK 360/50 main computer. A contract was awarded to IBM to provide an IBM 4341 tc replace the IBM 360/50 in November 1981. The ASA (ILSFM) approved a FSTC request for ADP contract services for a three year effort to design and develop a scientific and technical intelligence data base. (6) (U) Missile Intelligence Agency (MIA). The ASA (IL&F4) approved purchase of Pulse Code Modulation Telemetry Processing Systen that 7-7 . 2i0 UNCLASSIFIED
‘UNCLASSIFIED will provide MIA analysts with improved data for use in determining the capabilities and vulnerabilities of foreign missile systems. (7) (U) Medical Intelligence and Information Agency (MIIA). During FY 81 the Mission Element Need Statement (MENS) for the MIIA Intelligence Data Handling System (IDHS) was approved by the ACSI and validated by the Iefense Intelligence Agency. - (8) (U) US Army Europe (USAREUR) ADP Support. (a) (U) IDBS ADP support includes general intelligence and target intelligence data bases with a wide range of application including European-based Soviet and Warsaw Pact military and para-military units, installations, and equipment essential to intelligence analysis and production in support of US Army Europe. IISS, the US Army Europe application of ASSIST for transportable, more survivable automation support of intelligence functions, will provide continuous -automated intelligence support in peace, crisis and war to units supporting the NATO Central Arny Group. The LISS permits access to automated intelligence files which will provide photo intelligence, HUMINT, counterintelligence and biographical intelligence. ISS systems have been internetted to the US Army Europe fixed ASSIST- network (EUGOM AIDES) and allows access to national intelligence data bases and other EUCOM AIDES nodes. | (b) (U) 66th Military Intelligence Group Support. During FY 81 a contract assistance effort was initiated that will assist the Primary Control and Analysis Center (PCAC) of the 502d ASA Battalion, 66th Military Intelligence Group in describing their intelligence automation requirements. The contract will also identify existing computer software that will meet 7-8 “UNCLASSIFIED
“UNCLASSIFIED and modify it where necessary. Installation and these requirements activation of this software should result in automation support that will Significantly improve PCAC intelligence analyst productivity and mission accomplishment. 7-9 UNCLASSIFIED — 21: 9»
UNCLASSIFIED SECTION 8 SPECIAL PROJECT TEAM (LITIGATION) (U) 1. (U) AN OVERVIEW OF Fy 1981. The primary function of the Special Project Team, Litigation, (DAMI-ZCL), is to provide dedicated support to attorneys from the Office of The Judge Advocate General (OTJAG), Office of the General Counsel (0GC), and the Office of the Aséistant US Attorney (OAUSA) in those intelligence-related lawsuits brought against the US Army. This support includes providing technical advice and assistance, administrative functions, and the control and maintenance of large volumes of evidentiary files, many of which were sealed and segregated for use in the various cases in litigation. During FY 1981, the team's activities were devoted primarily to the Berlin Democratic Club (BDC) v. SecDef Brown, Sigler v. LeVan, and Socialist Workers Party (SWP) v. Attorney General (AG) cases. Major accomplishments during FY 1981 were: ae (U) Completion of review and release of documents to the plaintiffs in the BDC cases. be. (U) Review and release to court of depositions by defendants in the Sigler case. ec. (U) Preparation of testimony of Mr. Merrill T. Kelly, Special Assistant to the ACSI, in the SWP case. d. (U) Termination and archiving of documents in the case Thornwell v. United States. 2. (U0) ORGANIZATIONAL AND KEY PERSONNEL CHANGES. ae (U) ORGANIZATION. 7 The Special Projects Team (Litigation), DAMI-ZCL, is staffed with a directed military overstrength (DMO) &1 "UNCLASSIFIED
UNCLASSIFIED authorization for OACSI issued by OCSA. This temporary authorization is reviewed annually by the Directorate of Management, HQDA, for increase, decrease or elimination. In November 1980, an additional civilian position was added, and in June 1981, the strength authorization was decreased from seven military and one civilian spaces to four military spaces. This decrease was based upon the status of the settlement agreement of the BDC, et al, v. SecDef Brown, et al, litigation and its projected requiremets through June 1982. In addition to the increase in strength in November 1980, OACGSI requested an additional augmentation of five temporary administrative personnel to support OACSI and OTJAG in a major document review effort in which thousands of classified documents would be reviewed under terms of the BDC settlement agreement and subject to the Freedom of Information and Privacy Acts for eventual release to the. BDC plaintiffs. This request for augmentation was approved by the Directorate of Management in August 1980 and the last augmentation personnel were released on 31 March 1981. b. (U) LIST OF KEY PERSONNEL Date of Arrival Date of Departure MAJ Daniel W. Gray 17 Apr 79 31 Mar 81 CPT(P) Charles T. Morello, Jr. 15 Aug 80 —_— CW3 William B. Hall 21 Jun 78 31 Oct 80 CW2(P) Thomas S. Grant 15 Sep 81 —_— CW2 Samuel G. Geisel 01 Feb 78 13 Aug 81 SFC Joe F. Fisher - . 01 Dec 80 — SP5 Donald R. Mink 26 Avg 80 — Ms. Patricia Martinez 24 Nov 80 20 Mar 81 8-2 “UNCLASSIFIED 214
"UNCLASSIFIED 3. (U) SIGNIFICANT ACTIVITIES. . Qe (U) Contiming Functions. The Special Project Tean, Litigation, continued to provide legal research and investigations in support of US Army and Department of Justice attorneys representing the government defense in the Berlin Democratic Club, et al, v. SecDef Brown, et al (BDC v. Brown), Ilse Sigler, et al, v- MG C. J. LeVan, et al, (Sigler v. LeVan), Socialist Workers Party, et al, v- Attorney General, et al, (SW v. AG), National Lawyers Guild, et al, v- Attorney General, et al, (NLG v. AG), American Civil Liberties Union, et_al, v. Chicago, et al, (ACLU v. Chicago), and Socialist Workers Part et al, v. Jose Grubisec, et al, (SWP v. Grubisec), cases. The team also performed classification review actions, coordinated Army responses to Freedom of Information and Privacy Act requests, searches of the Counterintelligence Reference Files System, and Tesponses to Department of Justice requests relative to electronic surveillance requests under provisions of 18 USC 3504. b. (U) Major Projects. The BDC v. Brown case went through to the release on 2 March 1981 of nearly 60,000 vages of relevant, expurgated documents. Sigler v. LeVan, SWP v. AG, and SWP v. Grubisec remained active before the courts, while NLG v. AG and ACLU v. Chicago returned to active status after several years of virtual inactivity. (1) (U) BDC v. Brown. On March 1981, the Army turned over nearly 60,000 pages to the plaintiffs in accordance with the Settlement Agreement of 4 April 1980. As of the close of FY 1981, the plaintiffs were still reviewing those to determine whether they had any disagreement with the expurgations. 8-3 UNCLASSIFIED
“UNCLASSIFIED (a) (U) As the custodian of the BDC case Sealed and Segregated files, DAMI-ZCL completed the project of identifying, segregating, reviewing, inventorying, downgrading, declassifying, expurgating, and preparing for release to the plaintiffs those documents responsive to the terms of the Settlement Agreement. (b) (U) Since March 1981, efforts in the BDC case have been concentrated in preparing procedures for meeting potential plaintiff objections and preparing and testing plans for the eventual destruction of the BDC case Sealed and Segregated files, now estimated to begin in August 1982 and requires 6 to 8 months to complete. (2) (U) Thornwll v. US. Mm 19 May 1981, James R. Thornwell, after receipt of a $625,000 out-of-court settlement, dropped his charges against the US Government, and on 17 August 1981, DAMI-ZCL, as custodian of the files in Thornwell v. US, completed its processing and turned over the documents to official archiving authorities for their disposition. (3) (U0) SWE v. AG. During the week of 15-19 June 1981, Mr. Merrill T. Kelly, Special Assistant to the ACSI, testified, based upon research and preparation of DAMI-ZCL and DAJA~LTS, in New York City in the SWP v. AG case. On 26 June 1981, the trial ended and OTJAG/AUSA personnel are preparing legal briefs for the court. Further active OACSI participation is not expected to be required, although DAMI-ZCL will continue to be custodian of the intelligence-related files of this litigation until the case is officially closed. (4) (U) Sigler v.'LeVan. In April 1981, DAMI-ZCL supported OTJAG in the taking of 11 depositions from the 7 living defendants in 8-4 ‘UNCLASSIFIED
‘UNCLASSIFIED the Sigler ov. LeVan litigation. DAMI-ZCL, in conjunctjon with DAMI-CIC and DAMI-CIS, performed a classification review of these depositions, and DAMI-ZCL then expurgated and copied them for eventual release to the courts, should the case continue. On 10 August 1981, the Office of the Comptroller authorized up to $25,000 to be offered to Mrs. Sigler to settle the remaining peint out of court. . (5) (U) In June 1981, DAMI-ZCL began research and coordination for the eventual destruction of material contained in one of the three safes of the Counterintelligence Reference Files Systen. 4. (U) BIBLIOGRAPHY: ae (U) Litigation, James R. Thornwell, et al, v. United States, et al, Civil No. 781845. US District Court for District of Columbia. b. (U)} Senate Bill for the Relief of James R. Thornwell, Private Law 96-77, 18 December 1980 (S.-1615). c. (U) Litigation Case File, James R. Thornwell, et al, v. United States, et al, prepared by DAJA-LTM and filed in US Archives, Washington, DC, May 1981. d. (U) Joint Motion for Dismissal, Berlin Democratic Club, et al, ve Harold Brown, et al, Civil No. 74-310, US District Court for the District of Columbia, 4 April 1980. 8-5 UNCLASSIFIED
UNCLASSIFIED SECTION 9 ° US ARMY INTELLIGENCE OPERATIONS DETACHMENT (U) l. (U) GENERAL. The US Army Intelligence Operations Detachment (IOD) (UIC: W31X) continued operations throughout Fy 1981 as a field operating agency (FOA) of OACSI. Elements of IOD during the fiscal year were: Inspector General . OACSI Watch Office (Intelligence Command and Control Office) Red Team (Project Manager's Office) Current Inteliigence Division Foreign Liaison Office The first four elements are reported in this section; the FY 1981 historical review for foreign liaison activities is reported in Section 5. 2. (U) INSPECTOR GENERAL (DAMI-IG). a. (U) General. The Assistant Chief of Staff for Intelligence Inspector General (DAMI-IG) continued to conduct announced Intelligence Contingency Fund (ICF), and Intelligence Property Book (IPB) inspections. Unannounced and announced inspections of Army intelligence and counterintelligence activities were conducted to insure compliance with EO 12036. be. Organizational Changes (1) (U) Qa 1 October 1980, the US Army Special Security Group (SSG) was transferred to the US Army Intelligence and Security Command (INSCOM). The SSG was the last sizeable troop contingent under the control of the ACSI for which an IG was required. All Army intelligence units and activities (except OACSI and IPD) are now assigned to a MACOM which has an 9-1 ‘UNCLASSIFIED 218
UNCLASSIFIED inspector general. Inspection of OACSI and the IOD is accomplished by The Inspector General. (2) (U) The ACSI has responsibility, however, for intelligence oversight, intelligence contingency funds (ICF) and (sensitive) intelligence property (IPB) which cannot be delegated. These responsibilities dictate a continued OACSI inspection cambility. - (3) (U) Because of the above, the ACSI decided, with the concurrence of The Inspector General, to disestablish the OACSI IG Office, retaining a one~man oversight, ICF and IPB capability. (4) (U) On 8 April 1981, pertinent MACOMs and other interested agencies were notified by message that the OACSI IG Office would cease operations on 10 April 1981 and would be disestablished on a date to be determined. The message also advised that the ACSI intelligence oversight ‘responsibilities could not be delegated, and that OACSI, in the future, would make periodic staff inspection visits to MAQOM headquarters and, in isolated cases, selected subordinate intelligence units and staffs. This residual function was assigned to the Office of Special Assistant to the ACSI (DAMI-ZC) with that office being responsible for fulfilling those ACSI inspection/oversight responsibilities reflected in Executive Order 12036 (Sections 1-705 and 1-706) and Chapter 6, AR 381-141, Provision for Administration, Supervision, Control and Use of Intelligence Contingency Funds (U). (5) (U0) On 1 June 1981, the OACSI IG Office was disestablished and the addressees on the message referred to in subparagraph (4), above, were notified by message dated 5 June 1981. 9-2 "UNCLASSIFIED :
UNCLASSIFIED os, (6) (U) The personnel assigned to the OACSI IG Office at the time of its disestablishment and their subsequent assignments are Usted below: NAME SUBSEQUENT ASSIGNMENT Colonel John C. Lamb OACSI Executive Officer LTC Stephen R. Weiss Office of Special Assistant to the ACSI for duty as Intelligence Oversight Officer MAJ Kenneth G. Loudermilk Chief, OACSI Staff Action Control Officer Secretary to Special Assistant to the ACSI Ce (U) Significant Activities. (1) (U) Prior to ceasing operations, the OACSI IG Office conducted two ICF, seven IPB, and six oversight inspections in FY 1981. (2) (U) A major project undertaken during this reporting period was the extensive efforts put forth to determine the validity of keeping the OACSI IG Office as an operational activity. As stated above, the ACSI determined that the office was no longer required. d. (U0) Bibliography. (1) (U) Quarterly Reports to the Intelligence Oversight Board, DAMI-IG, dated 31 Jan 81 and 30 Apr 81, (1n file in DAMI-ZCO, Bm 2D475). (2) (U)} Individual reports of each ICF, IPB, and Oversight inspection (on file in DAMI-ZCO, Bm 2D475). 3- (U) OACSI WATCH OFFICE (DAMI-FIO). ae (U0) An Overview of FY 1981. The year was one of continuing crises around the world, punctuated by significant developments in Eastern Europe, 3 “UNCLASSIFIED | 20%)
UNCLASSIFIED the Middle East, as well as Central America, the Far East, and in the United States. The OACSI Watch Office continued providing written reports and oral briefings to senior Department of the Army decisionmakers as required. In addition, daily morning situation briefings are being presented in the SCIF for the Army DCSOPS, ADCSOPS, the Army Director for Readiness and Mobilization, and others. Notable success was achieved in efforts to transfer personnel after 18 months of shift duty--currently for officers only. Difficulties in acquiring replacements for departing personnel were resolved by better coordination efforts between the OACSI Personnel Branch (TaMI-RMA-P) and MILPERCEN. Personnel shortages still require placing some personnel on extra duty for extended periods of time. b. (0) Major Organizational Changes. (1) (U) The OACSI Watch Team Office had no major organizational changes in FY 1981 and no changes in mission. However, significant personnel turbulence has affected the twelve positions of the Watch Office, particularly the institutional memory. During FY 1981 the position of the Watch Officer chief will have changed hands, as well as three of the five watch officer team chief positions and three watch NCO positions. (2) (U) List of Key Personnel Changes: The personnal turbulence referred to above is reflected in the changes listed below: (a) (U) SSG Curtis Rhinehart departed the Watch Team Office for ANCOES and after his return to OQACSI was transferred to the Current Intelligence Division (DAMI-FIC). (b) (U) CPT Duwayne L. Jones departed the Watch Team for duty as aM.I. Branch assignments officer at MILPERCEN in November 1980. 9-4 Lei UNCLASSIFIED
"UNCLASSIFIED (c) (U) CPT Leonard N. Leffner reported for duty as a Watch Officer on 12 December 1980. (4) (U) SSG Ronald P. Lambert reported for duty as a Watch Team NCO, 30 April 1981. (e) (U0) CPT John Cogley departed the Watch Office for duty with the OACSI Staff Action Control Office (DAMI-JA) on 4 May 1981. (£) (U) CPT Peter J. Podbielski departed the Watch Team for duty as the Executive Officer, Directorate of Intelligence Systems (DAMI~IS), on 1 June 1981. (g) (U) CPT William B. Gibson, III, Watch Office Chief, departed on PCS for assignment to Fort Irwin, CA, on 1 June 1981. (h) (U) CPT Maurice K. Shiroma assumed duty as Watch Office Chief on 2 June 1981. (1) (U) CPT John E. Vockel reported for duty as a Watch Officer on 16 June 1981. | (Jj) (0) SSG Randall P. Conway departed the Watch Team for reassignment to USAREUR on 27 August 1981. (k) (U) SSG John J. Hager, III, departed the Watch Team upon retirement after twenty-three years of active military service on 31 August 1981. | (1) (U0) SP5 Joseph M. Fox reported for duty with the OACSI Watch Office as an Administrative Specialist, 1 September 1981. Ce (U) Significant Activities. (1) (U0) Contiming Functions. The primary mission of the Watch Office continues to be the maintenance of a 24-hour, 365-day per year, 9-5: "UNCLASSIFIED °
UNCLASSIFIED worldwide intelligence watch to provide Indications and- Warning (I&W) support to the Army Operations Center (AOC) and Headquarters, Department of the Army. The Watch Teams accomplish this by reviewing incoming collateral, compartmented, and press reports, as well as by monitoring television news broadcasts, for items of immediate I&W or current intelligence value. The office continued responsibility for performing staff duty functions for OACSI during nonmduty hours and coordination of Contimity of Operation (COOP) and SEmergency Actions Program (EAP) actions for OACSI. The responsibility for coordinating OACSI participation in JCS-sponsored CPXs was transferred in April 1981 to DAMI-ISI. (2) (U) Major Projects. Seven major projects were either initiated or completed in FY 1981 to improve the efficiency of watch operations. They are as follows: (a) (U) The secure pneumatic tube for SCI material between US Army Special Security Group (SSG) and AOC was put into operation in October 1980. (b) (U) A mail distribution center was obtained to assist in sorting and temporary storage of SCI traffic and material. (c) (U) An approved project to rearrange the secure communications equipment in the SCIF was completed in May 1981. (d) (U) A Lexitron VI 1202 and VI 1000 word-processing unit was obtained for use in the SCIF in April 1981. (e) (U) Information to improve the air-conditioning in the SCIF was submitted to DAMO in June/July 1981. ‘ 9-6 “UNCLASSIFIED 223
UNCLASSIFIED (f) (U) A request to JCS for approval for a SCI secured television link between the NMCC/NMIC complex and the Army Operations Center (AOC) was submitted in June 1981. (g) (U) A Yreproduction machine was ordered for reproduction of SCI documents in the SCIF since reproduction of such documents could not be done in the AOC reproduction facility. This should arrive after the beginning of FY 1982. 4. (U) PROJECT MANAGER'S OFFICE (RED TEAM) (DAMI-FRT). a. (0) An Overview of FY 1981. The Red Team's support of Army analytic efforts expanded during FY 1981 as its contribution to threat assessment was seen to impact on an increasing number of areas of vital interest to Army planners. During the year the Red Team became increasingly davolved in the analysis and exploitation of sensitive compartmented information. Support of wargaming agencies contimed to play an expanding role in Team activities. In particular, Red Team support to the Army Models Improvement Program constituted a major effort. b. (U) Organization and Personnel Changes. The Red Team had no major organizational changes in FY 1981, and no changes in mission. The following personnel changes occurred: Colonel Michael Wardinski departed 31 Jan 81 Colonel Paul Gillespie assigned 23 Jan 81 Dr. Robert Arnett departed 10 Oct 80 Mr. Dennis Butcher assigned 1 Feb 81 Mr. Kenneth Knight assigned 7 Jun 81 SFC William Dzeda departed 15 Jul 81 7 UNCLASSIFIED Zed
SECRET Ce (U) Significant Activities - (1) (U) Contiming Punctions. The Red Team continued its support of major Army studies by providing guidance and assistance jn the application of the Warsaw Pact threat. These studies ranged from major HQDA studies in support of the PPBS cycle to one-time studies conducted by field agencies. These studies inclwed: (a) (b) Factors) (c) (4) (e) (£) (g) (h) (£1) (3) (k) (1) (2) (0) Total Army Analysis - 88 (U) AMMO P-88/WARF-88 (Ammunition and War Reserve Replacement (U) OMNIBUS 81 (U) Casualty Estimation Study (U) Army Force Data Planning and Assumptions (U) Total Force Capbility Assessment Study 1981 (U) Requirements for Total Mobilization Study (U) Artillery Mission Area Analysis (0) Stand-off Target Acquisition Study (U0) Middle East Armor Attrition Study (U) Division 2000 Study (U) Warsaw Pact Logistics Capabilities and Projections Study (U) Major Projects. The Red Team undertook the following major projects during the year: (a) (S/NOFORN)
(b) (0) Soviet Battlefield Development Plan. The Red Team is a major participant in the production of this plan, which is a key element in TRADOC's Battlefield Development Plan. (c) (U) Army Models Imyr ovement Program. The Red Team has been deeply involved in this long-term program designed to improved the Arny's hierarchy of computerized simulations and wargames. (4) (U) Theater Integrated Warfare Scenario Study. The Red Team made an extensive study of Soviet chemical and nuclear warfare doctrine and tactics for use by the US Army Concepts Analysis Agency in the development of an Integrated warfare modeling capability. 5. (U) CURRENT INTELLIGENCE DIVISION (DAMI-FIC). ae (U)_ An Overview of FY 1981 (1) (U) The Current Intelligence Division (CID) contimed to perform its basic tasks throughout Fy 1981. The Division's mission included the following: the production of a daily written current intelligence briefing for the Army Secretariat and the Army Staff; a daily written dutelligence summary for major Army commands; a daily current intelligence briefing for the ACSI and interested Army staff elements; current intelligence briefings for the Army Staff Council, and the provision of SCI graphics support to all of the ARSTAF and OACSI. In-addition, following the arrival of Secretary of the Army Marsh, CID was tasked to provide a weekly intelligence briefing to the Secretary of the Army and his staff. 9-9 SECRET z 6 osng. Fag >. i ana =
UNCLASSIFIED (2) (U) The major event for CID during FY 1981 was its transfer from the Intelligence and Threat Analysis Center (ITAC), United States Arny Intelligence and Security Command to OACSI as an element of the OACSI field operating agency (FOA), i.e., US Army Intelligence Operations Detachment (10D). OACSI assumed operational control of the CID in October 1930. The CID was formally assigned to the OACSI PFOA in April 1981 and “placed und er the staff supervision of the Director for Foreign Intelligence. (3) (0) On 19 June 1981, Colonel Leland J. Holland replaced Colonel Jon J. Murray as Chief, CID. b. (U) ORGANIZATION CHANGES (1) (U) The major organizational change during FY 1981 entailed the transfer of the Current Intelligence Division (CID) from ITAC, INSCO&M, to OACSI under the staff supervision of the Director for Foreign Intelligence. It was determined that ITAC could not adequately support CID so that it could provide the proper degree of support to the Army Staff. This, in conjunction with a rise in international tensions and crises that severely taxed CID's resources, convinced General Vessey, the Vice Chief of Staff (VCSA), that CID would be more responsive to the needs of the Army Staff if the organization were returned to OACSI control. Prior to the establishment of INSCOM, CID existed as the US Army Intelligence Support Detachment (ISD), an FOA of OACSI. On Jamary 1977 it was transferred to INSCOM and later became the Current Intelligence Division. The VCSA approved the return of CID to Army Staff supervision, and CID was placed in an OPOON status to OACSI on 24 October 1980. CID was formally assigned to OACSI's Field Operating Agency on 1 April 1981. 9-10 _ TUNCLASSIFIED 22° (
"UNCLASSIFIED (2) (U) Prior to CID's reassignment from INSCOM to OACSI, Commander, INSCOM agreed to restore some of the manpower spaces which had been deleted during the CD's assignment to INSCOM. The manpower authorization of the CID upon its assignment to OACSI, therefore, was 17 officers, six enlisted personnel and four civilians for a total of 27 spaces. During the CID's assignment to INSCOM, the position of division chief had been regraded from colonel (06) to lieutenant colonel (05). Upon the division's return to OACSI, the ACSI restored the position to the grade of colonel. Co (U) Significant Ac tivities (1) (U) The Current Intelligence Division contimed to perform its mission of providing all-source current intelligence to the Army Secretariat, the Arny Staff, and the major Army commands. CID products include daily written all-source intelligence briefings to the Arny Secretariat and the Army Staff, written intelligence summaries to the major Army commands, daily current intelligence briefing for the ACSI and interested Army Staff elements, weekly current intelligence briefings for the Secretary of the Army, and the provision of other current intelligence products on an as required basis. (2) (Uv) The Division is currently upgrading its graphics equipment in order to provide graphics support to Sensitive Compartmented Information (SCI) briefings developed by OACSI elements. Additionally, CID anticipates receiving more word processing equipment which will enhance its production capability. 9-11 UNCLASSIFIED eas
‘UNCLASSIFIED ANNEX I OACSI MANPOWER RESOURCES (U) 1. (U) The TDA manpower authorization for OACSI and its field oper at ing agency (FOA) at the beginning and end of FY 1981 were as indicated below. Details by units, including changes in FY 1981, are shown in paragraph 2. AGG OFF WO ENL MIL CiV ‘TOTAL Anthorization at Beginning of FY 1981: OACSI Staff (Departmental) 90 11 101 107 208% Field Operating Agency (FOA) 10D 21 le 37 1956 Total 111 27. -:138:«=:126—Ss(264 Authorization at the End of FY 1981: OACSI Staff (Departmental) 90 11 101 107 # 208* Field Operating Agency (FOA IoD 39 22 oh 88 Total 129 33 162 134 296 * (U) The above authorizations do not include the following: ae (U) Authorized overstrength used to staff the Special Project Team (Litigation). For the past several years this team has been supported by an overstrength authorized by the VCSA. At the beginning of this reporting period the authorization was for five military positions (1 Officer, 2 Warrant Officers and 2 Enlisted personnel). Effective 4 June 1981, this was changed to four positions (1 officer, 1 warrant officer and 2 enlisted personnel)(Ref: Manpower Voucher No. 81-3, OCSA, dated 4 June 1981). See Section 8 of the basic report for details on the Special Project Team (Litigation}. b. (U) One officer space (Major) for Reserve Component duty (see TDA CSW2A4AA, and Manpower Voucher No. 81-3, OCSA, dated 4 June 1981). This position is employed in the Intelligence Systems Integration Division (DAMI-ISI). 2. (U) OACSI TDA manpower authorizations by unit reflecting changes which occurred in FY 1981. a. (U) Departmental Staff. I-1 “UNCLASSIFIED bey
UNCLASSIFIED AGG OFF WO ENL MIL CIV TOTAL OACSI Staff (CSWOZT) Begin FY 1981 90 11 111 107 208 End FY 1981 90 ll 111 107 208 b. (U) Field Operating Agencies ~ (1) (U) US Army Intelligence Operations Detachment (IOD) (SFW31X) Begin FY 1981 21 16 37.9 56 Changes in FY 1981: Increase due to transfer +17 +6 +23 +4 = #+27 of Current Intelligence Division from INSCOM to IOD, Note: Although the actual transfer of CID was effective 1 Apr 81, manpower spaces were not documented in the PBG until 1 Oct 81. See Transaction No. PL471, November 1981 PBC. Increase for the security +3 +3 function (DAMI-CIS) (Ref. October 1980 PBG) Increase due to transfer +1 +1 +41 +2 of residual SCI policy functions from USASSG to OACSI (I0D) (See Transaction No. PL512, November 1981 PBG). End FY 1981 39 22 61 27 88 (2) (U) US Army Special Security Group (SFWIJI) Transferred to INSCOM (see below). The US Army Special Security Group was transferred to INSCOM effective 1 October 1980 pursuant to HQDA General Orders No. 12, dated 6 October 1980 and Permanent Orders 19-1, OACSI, dated 23 September 1980. :.2 authorized strength of USASSG as of 30 September 1980 was 110 officers, 6 T-2 UNCLASSIFIED 939
UNCLASSIFIED warrant officers, 199 enlisted personnel and 15 civilians, total 330. These spaces, less two (1 officer, 1 civilian), were transferred with the unit to INSCOM on 1 October 1980. (See Transaction No. PHO74, October 1980 PBG). The two spaces which were not transferred to INSCOM were transferred to IOD to accomplish DA residual functions pertaining to SCI policy retained by the ACSI when USASSG was transferred (see Transaction No. PHO74, October 1980 PBG) and are included in the audit trail for IOD in subparapgraph (1), above. I-3 UNCLASSIFIED 931
[UNCLASSIFIED ANNEX II GLOSSARY AARCS--The Army Automatic Agent Radio Communications System AASP--Army Automation Security Program ABCA—- American, British, Canadian and Australian ABCMR--Army Board for the Correction of Military Records ABIC--Army Battlefield Interface Concept ACMP--Aray Command and Control Master Plan ACLU—- American Civil Liberties Union ACOMS~-Automated Collection Management System ADP-- Automated Data Processing AEB--Aerial Exploitation Battalion AEWIC~-Army Electronic Warfare Intelligence Committee AFMCO--Army Force Modernization Coordination AFOSI--U.S. Air Force Office of Special Investigations AG-=—Attorney General AIMP—Army Intelligence Master Plan AlIS--Army Intelligence Systen AN/TPS~-36/37-~Night Vision System Counterfire Radars AN/TSQ-7 3--Tactical Fire Control System Missile Minder AOC~-Army Operations Cent er AR--Arny Regulation ARNG—Army National Guard ARSTAF-~Army Staff ASA-~Army Security Agency Ti-1 UNCLASSIFIED 232
UNCLASSIFIED ASA(CIL4&FM) Assistant Secretary of the Army for Installations Logistics and Financial Management ASAP--Administrative System Acceleration Plan ASARS-~Advance Synthetic Aperture Radar Systems ASAS-~Al1 Source Analysis System ASAS/C--All Source Analysis System and Center ASM--Arny Spectrum Management ASSIST—Army System for Standard Intelligence Support Terminals ATACS~Arny Tactical Communications System ATGM--Antitank Guided Missile AU TOSEVOCOM— Automatic Secure Voice Communications BAMP--Battlefield Automation Management Program BDC--Berlin Democratic Club BETA—Battlefield Exploitation/Target Acquisition BMD~-Ballistic Missile Defense BSI-~Battlefield Systems Integration CAA—Conference of Anerican Armies CBJB~-Congressional Budget Justification Book cat--command, Control, and Communications-Counter Measures c71--Commend, Control, Communications and Intelligence CCF—Central Personnel Security Clearance Facility CCO--Classified Control Of ficer CCP—Consolidated Cryptologic Program CCRAWG—Command Control Requirements Appraisal Working Group CENTAG--Central Army Group, Central Europe TI-2 UNCLASSIFIED 033
UNCLASSIFIED CEWI--Combat Electronic Warfare and Intelligence CiI-—Count erintelligence CID--Cur rent Intelligence Division CJCS—Chairman, Joint Chiefs of Staff CMF—Career Management Field COCOMP-—Committee on Compartmentation COG--Contimity of Government COMINEX-—Committee on Imagery Requirements and Exploitation COMINT--Communications Intelligence COMIREX--Committee on Imagery Reconnaissance and Exploitation CONUS-~Continental United States COOP—-Continuity of Operations CPX--Command Post Exercise CSA~-Chief of Staff of the Army CSM-Chief of Staff Memorandum CSR—Chief of Staff Regulation CTF--Consolidated Training Facilities Cw /BW--Chemical Warfare/Blological Warfare DAé——De partment of the Arny DARCOM--U.S. Army Materiel Development and Readiness Command DCI~-Director of Central Intelligence DCID--Director of Central Intelligence Directive DCII--Defense Central Index Investigations | DFI--Directorate of Foreign Intelligence DIA~-Defense Intelligence Agency 11-3 UNCLASSIFIED 234
UNCLASSIFIED DIP--De fense Intelligence Plan DIPP~-Defense Intelligence Projections for Planning DIRNSA-—-Director, National Security Agency DIS--Defense Investigative Service DITB--Digital Imagery Testbed DLIFLC~-Defense Language Institute, Foreign Language Center ~ DMA-~De fense Mapping Agency DoD--De partment of Defense DoDI IS--De partment of Defense Intelligence Information System DRSP--Defense Reconnaissance Support Program DSCS~-De fense Satellite Communications DSS--Defense Supply Service EAC--Echelons Above Corps EAP--Emergency Action Program EEWG--ELINT Exploitation Working Group ELINT-~Electronic Intelligence ELTEC--ELINT Technical Data File ELW--Electronic Intelligence Working Group EMP--Electromagnetic Pulse E0--Electro-optical EOCG—Electro Optics Coordinating Group EUCOM--U.S. European Command EW--Electronic Warfare FHS--Foreign Area Office Speciality FLAP--Yoreiga Intelligence Assistance Program II-4 UNCLASSIFIED ra) Qa gS:
AJNCLASSIFIED FiS--Foreign Instrumentation Signals FMS-~-Foreign Military Sales FOA--Field Operating Agency FORSCOM-~-U.S. Army Forces Command FSD--Functional System Description FSTC--Foreign Science and Technology Center - FTX—-Field Training Exercise FYTP--Five Year Test Plan GDIP--General Defense Intelligence Program GOA—General Operating Agency HUMINT——Human Intelligence ICF-~Intelligence Contingency Fund IDHS~-Intelligence Data Handling System IEWMAA--Inteilgience and Electronic Warfare Mission Area Analysis IlI~-Imagery Interpretation IIM—Interagency Intelligence Memorandum 1ISS--Intelligence Information Subsystem JMET--International Military Education and Training INSCOM--U.S. Army Intelligence & Security Command INTACS--Inte grated Tactical Communications System IO0D--U.S. Army Intelligence Operations Detachment lOSS--Intelligence Organization and Stationing Study IPB--Intelligence Preparation of the Battlefield IPB--Intelligence Property Book IPRV /TADARS--Remot ely Piloted Vehicle/Target Acquisition Designation Aerial Recon System II-5 UNCLASSIFIED 236
UNCLASSIFIED IPS~-Imagery Planning Subcommittee “ TRIS—-Infrared Information Symposium ITAC--U.S. Army Intelligence and Threat Analysis Center ITACTES—-Interim Tactical Imagery Exploitation System ITIC-PAC-INSCOM Theater Intelligence Center-Pacific 1&W--Indications and Warnings JG--Joint Chiefs of Staff JINTACCS--Joint Interoperability of Tactical Command and Control Systems JIS--Joint Intelligence School JTIDS--Joint Tactical Information Distribution System LAF~-Lebanese Armed Forces LAMAS--Location and Movement Analysis System LANTCOM— Atlantic Command LRP--long Range Planning LWIR-~Long Wave Infrared MACOM--Ma jor Command MAGIIC--Mcbile Army Ground Imagery Interpretation Center MARC~-Material Acquisition Resource Committee MIW--Military District of Washington MENS-~-Mission Element Need Statement MI--Mi litary Intelligence MI A~-Missile Intelligence Agency MI lA--Medical Intelligence Information Agency MILDEPS--Military Departments MOBDES--Mobilization Designee II-6 UNCLASSIFIED 937
UNCLASSIFIED MOBEX—-Mo bilization Exercise MOS--Military Occupational Speciality MSE—-Mobile Subscriber Equipment MSPB-~-Merit System Protection Board NATO--North Atlantic Treaty Organization NDA--Nondisclosure Agreement ~- NDP--National Disclosure Policies NDPC--National Military Information Disclosure Policy Cammittee NEP~-Na tional ELINT Plan NFIB~-National Foreign Intelligence Board NFIP--National Foreign Intelligence Program NICEP--National Intelligence Committee for Emergency Planning NIE—National Intelligence Estimate NIS~-Naval Investigative Service © NMCC--Na tional Military Command Center NMIC--National Military Intelligence Center NS RS--National SIGINT Requirements System OACSI--Office of the Assistant Chief of Staff for Intelligence OAUSA--Of fice of the Assistant US Attorney OCA--Office of the Comptroller of the Arny ODCSOPS—-Of fice of the Deputy Chief of Staff for Operations OGC--Office of the General Counsel OMA--Operations and Maintenance Arny OMB-~Office of Management and Budget OPCON--Oper ational Control II-7 UNCLASSIFIED 2338
UNCLASSIFIED OPSEC--Operations Security OPSCOM--Operations Subcommittee OSD-~Of fice of the Secretary of Defense OSPG--Office Systems Planning Group OTJAG—Of fice of the Judge Advocate General OTT--Orientation Training Tours - PCAC--Primary Control and Analysis Center PCP~-Priority Collection Project PDIPS--Program Development Increment Packages PM--Project Manager PMAS--Performance Management of the Army Staff POI-—-Pro gram of Instruction POM--Program Ob jective Memorandum PSP——Personnel Security Program QRC--Quadripartite Research Committee QWG /AI~—Qua dri partite Working Group on Automation Interoperability RC=-Re serve Component RDJTF--Rapid Deployment Joint Task Force REDTRAIN-—Tactical ‘Intelligence Readiness Training REMBASS--Remotely Monitored Battlefield Surveillance System RFP--Request for Proposal ROC--Required Operational Capability SAAF--Saudi Arabian Armed Forces SACEUR~~Supreme Allied Commander, Europe SAG--Study Advisory Group 11-8 UNCLASSIFIED 49d
UNCLASSIFIED SAMOA--Soviet Analytical Methods for Operational Assessments SATMO--Security Assistance Training Management Office SBDP--Soviet Battlefield Development Plan SCI--Sensitive Compartmented Information SCIF—Sensitive Compartmented Information Facility SecDef-—Secretary of Defense SECOM--Security Committee SEMA-X--Special Electronic Mission Aircraft SIGINT—-Signals Intelligence SIGMA--Manuever Control System SIGSEC--Signal Security SINCGARS--Single-Channel Ground and Airborne Radio System SIRVES--Signals Intelligence Requirements, Validation and Evaluation Subcommittee SL--Skill Level SNIE=--S pecial National Intelligence Estimate SNR--Senior National Representatives SOP--Standard Operating Procedure SOTAS--Standoff Target Acquisition System SPCH--S pecial Project CONSTANT HORIZON SPM~-Service Program Manager SRB--Se lective Re-enlistment Bonus S&T--Seientific and Technical SWP--Socialist Workers Party TAA--Totel Army Analysis. ' 11-9 a: "UNCLASSIFIED 240
UNCLASSIFIED TACIES~~Tactical Imagery Exploitation System “ TaCS--Tactical Air Control System TACSATOOM--Tactical Satellite Communications TADS--Tactical Air Defense System TAFT—Technical Assistance Field Team TEATAC—Te chnical Evaluation of Army Tactical TECRAS~~Te chnical Reconnaissance and Surveillance TEMPRO--Templating Processing TENCAP--Tactical Exploitation of National Capabilities TIARA-~Tactical Intelligence and Related Activities TOA—Total Obligational Authority TRADOC--U.S. Army Training and Doctrine Command TRITAC--Tri-service Tactical Communications TSARC--Tes t Schedule and Review Committee TSG—The Surgeon General USACIDC--U.S. Army Criminal Investigations Command USAFAC~-U.S. Army Finance and Accounting Center USAICS~-U.S. Army Intelligence Center and School USAR~-United States Army Reserve US AREUR--U.S. Army Europe USCINCEUR--U.S. Commander in Chief, Europe USDAO--U.S. Defense Attache Office USMIM--U.S. Military Training Mission USSOUTHCOM--U.S. Southern Command VCSA--Vice Chief of Staff of the Arny II-10 UNCLASSIFIED 24 i
UNCLASSIFIED VF DMIS--Vertical Force Development Information Systems WPC--Word Processing Center WPE—Word Processing Equipment WWMCCS--Worldwide Military Command and Control Systems TI-11 UNCLASSIFIED
UNCLASSIFIED ANNEX III OFFICE SYMBOLS (U) (U) The office symbols for OACSI organizational elements, including the OACSI field operating agencies, in FY 1981, were as zeflected in the two OACSI Circulars listed below and included in this annex: Page No. OACSI Circular No. 340-1, dated 1 November 1975 Ili-2 OACSI Circular No. 340-9, dated 1 November 1980 III-5 III-1 243 UNCLASSIFIED
[UNCLASSIFIED *OACSI-C 340-1 DEPARTMENT OF THE ARMY OFFICE OF THE ASSISTANT CHIEF OF STAFF FOR INTELLIGENCE WASHINGTON, DC 20310 OACSI Circular 1 November 1979 No. 340-1 Expires 31 October 1980 Office Management OACSI OFFICE SYMBOLS 1. Office symbols are used throughout the Army to indicate the originator of a cornmunication and to rapidly route communications to the action office/element within an agency or command. Within OACSI, office symbols are assigned to the lowest operational element (such as branch or section) necessary to facilitate rapid internal] routing. 2. OACSI office symbols are constructed and assigned by the Distribution Center (DAMI-RMA-AD) in accordance with AR 340-9, Office Syrnbols. The Commander, USASSG, may assign office symbols to those field detachments whose location is classified, following established patterns. 3. Office symbols contained in Appendixes A and B are the authorized office symbols for OACSI elements. Unauthorized office symbols will not be used by OACSiI elements. (DAMI-RMA-AD) FOR THE ASSISTANT CHIEF OF STAFF FOR INTELLIGENCE: JULIUS PARKER, Jr. Colonel, GS Executive DISTRIBUTION: B Record Set . Stock (20) *This circular supersedes OACSI Circular 340-1 dated 1 November 1978. III-2 F \UNCLASSIFIED 944
[UNCLASSIFIED APPENDIX A Office Symbols—-OACSI Staff Assistant CofS for Intelligence Deputy Asst CofS for Intelligence Special Assistant Special Asst for Human Systems Litigation Team Executive Assistant Executive Counterintelligence Directorate Security Team Counterintelligence Team Foreign Intelligence Directorate Requirements Team Intelligence Division Soviet Branch Western/Eastern Branch Scientific & Technical Division Foreign Liaison Directorate Intelligence Automation Management Office Life Cycle Management Branch Plans, Program, and Budget Branch Intelligence Resources Management Directorate Personnel and Services Division Security Manager Admin Services Branch Distribution Ceriter Word Processing Center Personne! Branch Program Budget and Management Division Program Budget Team Management Team Intelligence Systems Directorate Long Range Plans Team Human Intelligence Division Imagery Intelligence Division Intelligence Systems Integration Division Signals Intelligence Division , Staff Actions Control Office III-3 UNCLASSIFIED OACSI-C 340-1 DAMI-ZA DAMI-ZB DAMI-ZC DAMI-ZB DAMI-ZDL DAMI-ZX DAMI-ZXA DAMI-CI DAMI-CIS DAMI-CIC DAMI-FI DAMI-FIR DAMI-FII DAMI-FII-S DAMI-FII-W/E DAMI-FIT DAMI-FL DAMI-AM DAMI-AML DAMI-AMP DAMI-RM DAMI-RMA DAMI-RMA-S DAMI-RMA-A DAMI-RMA-AD DAMI-RMA-W DAMI-RMA-P DAMI-RMB DAMI-RMB-B DAMI-RMB-M DAMI-IS DAMI-IS-LRP DAMI-ISH DAMI-ISP DAMI-SSI DAMF-ISS DAMI-JA
UNCLASSIFIED APPENDIX B Office Symbols--OACSI FOA's US Army Intelligence Operations Detachment (USAIOD): Foreign Liaison Office Attache Support Branch Protocol Branch Tours Branch Inspector General Intel Command & Control Office Special Actions OACSI Watch Teams Red Team US Army Special Security Group (USASSG): Commander Deputy Commander Sergeant Major Admin & Supply Branch Supply Section Officer Pers/Actions Section Enlisted Pers/Actions Section Admin Services Section Mail & Distr Center Document Con Center Word Processing Center Plans & Policy Branch Contractor Special Security Branch Operations Branch Operations Section Physical Security Section Training Section Security Section Army Staff Support Section Eyes Only Resource Management Branch SSG Support Branch (USACC) ITI-4 UNCLASSIFIED OACSI-C 340-1 DAMI-FLS DAMI-FLP DAMI-FLT DAMI-KG DAMI-CIT DAMI-FIO DAMI-FRT MISG MISG-ZA MISG-ZB MISG-SM MISG-A MISG-AS MISG-AO MISG-AE -MISG-AA MISG-AAM MISG-AAD MISG-AAW MISG-P MISG-C MISG-O MISG-OO MISG-OP MISG-OT MISG-OS MISG-OE MISG -OEO MISG-R MISG-S Ne . Co.
UNCLASSIFIED *OACSI-C 340-9 DEPARTMENT OF THE ARMY OFFICE OF THE ASSISTANT CHIEF OF STAFF FOR INTELLIGENCE WASHINGTON, OC 20310 OACSI Circular 1 November 1980 No. 340-9 Expires 31 October 198] -_ Office Management OACSI OFFICE SYMBOLS l. Office symbols are used throughout the Army to indicate the originator of a communication and to rapidly route communications to the action office/element within an agency or command. In OACSI, office symbols are assigned to the lowest operational element (such as branch or section) necessary to facilitate rapid internal routing. 2. OACSI office symbols are constructed and assigned by the OACSI Distribution Center (DAMI-RMA-AD) in accordance with AR 340-9, Office Symbols. 3. Office symbols contained in Appendixes A and B are the authorized office symbols for OACSI elements; unauthorized office symbols will not be used. (DAMI-RMA-AD) FOR THE ASSISTANT CHIEF OF STAFF FOR INTELLIGENCE: SP yh S. T. WEINSTEIN Colonel, GS Executive DISTRIBUTION: 8 Record Set Stock (20) *This circular supersedes OACSI-C 340-1 dated 1 November 1979. UNCLASSIFIED ITi-5 A4¢
UNCLASSIFIED OACSI-C 340-9 APPENDIX A Office Symbols--OACSI Staff Assistant CofS for Intelligence DAMI-ZA Deputy Asst CofS for Intelligence DAMI-ZB Special Assistant DAMI-ZC Litigation Team DAMI-ZCL Executive DAMI~-ZX Assistant Executive DAMI-ZXA Counterintelligence Directorate DAMI-CI Security Team ; DAMI-CIS Counterintelligence Team DAMI-CIC Foreign Intelligence Directorate DAMI-FI Requirements Team DAMI-FIR Intelligence Division DAMI-FII Soviet Team DAMI-FII-S Western/Eastern Team DAMI-FII-w/E Scientific and Technical Division DAMI-FIT UNCLASSIFIED III-6
“UNCLASSIFIED | Foreign Liaison Directorate Intelligence Automation Management Office Life Cycle Management Branch Plans, Program, and Budget Branch Intelligence Resources Manegement Directorate Personnel and Services Division Admin Services Branch Distribution Center Personnel Branch Security Manager Word Processing Center Program Budget and Management Division Program Budget Team Management Team Intelligence Systems Directorate Long Range Plans Team Human Intelligence Division Imagety Intelligence Division Intelligence Systems Integration Division Signals Intelligence Division ° Staff Actions Control Office “UNCLASSIFIED Tr1-7 OACSI~C 340-9 DAMI-FL. DAMI-AM DAMI-AM. DAMI-ANP DAMI-RM DAMI-RMA DAMI-RMA-A DAMI-RMA-AD DAMI-RMA-P DAMI-RMA-S DAMI-RMA-W DAMI-RMB DAMI -RMB-B DAMI-RMB-M DAMI-IS DAMI-1S-LRP DAMI~-ISH DAMI-ISP DAMI-ISI DAMI-iSS DAMI-JA 249
UNCLASSIFIED OACSI-C 340-9 APPENDIX B Office Symbols--OACSI FOA US Army Intelligence Operations Detachment (USAIOO): Current Intelligence Division DAMI-F IC Foreign Liaison Office Protocol Branch DAMI-FLP Attache Suppart Branch DAMI-FLS Tours Sranch DAMI-FLT Inspector General DAMI-IG Intel Command & Control Office OACSI Watch Teams DAMI-F TO Project Manager's Office (Red Team) DAMI-FRT UNCLASSIFIED ITII-8
,UNCLASSIFIED ANNEX IV OACSI ORGANIZATION CHARTS CHART DATE 1 August 1980 16 March 1981 20 July 1981 IV-1 UNCLASSIFIED PAGE Iv-2 Iv-3 IV-4 201
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