{SEPTET 
DEPARTMENT  OF  THE  ARMY 
OFFICE  OF  THE  ASSISTANT  CHIEF  OF  STAFF  FOR  INTELLIGENCE 
ANNUAL  HISTORICAL  REVIEW 
(RCS  (HIS-6)  <R3>) 
1  OCTOBER  1985  -  30  SEPTEMBER  1986 
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rramn_  jl  ^    /__  WOT  RELEASAB1.E  TO 
SECRET  FOREIGN  NATIONALS
UNCLASSIFIED 
TABLE  OF  CONTENTS 
Paragraph  Page 
SECTION  1.   INTRODUCTION 
Mission     1  I-1 
Personnel    •    2    -  1~2 
Staffing     3  1-2 
Activities    4  1-2 
SECTION  2.   DIRECTORATE  OF  INTELLIGENCE  SYSTEMS 
Organizational  Changes    1  2-1 
Key  Personnel     2  2-2 
Narrative  of  Activities    *.  3  2-5 
SECTION  3.   COUNTERINTELLIGENCE  DIRECTORATE 
Overview    •    1  3-1 
Key  Personnel   •    2  3-3 
Narrative  of  Activities     3  3-7 
SECTION  4.   DIRECTORATE  OF  FOREIGN  INTELLIGENCE 
Foreign  Intelligence    1  4_1 
Threat  Intelligence  Division    2  4-3 
Current  Intelligence  Division    3  4-10 
SECTION  5.    INTELLIGENCE  AUTOMATION  MANAGEMENT  OFFICE 
Overview   •    1  -?-l 
Organizational  Changes   .    2  S-l 
Narrative  of  Activities    3  5-2 
SECTION  6.   DIRECTORATE  OF  FOREIGN  LIAISON 
!!'!!! !.!..!...         3  6-2 
Organizational  Changes        1  <j-l 
Key  Personnel  Changes        2  6-1 
Narrative  of  Activities    -   
SECTION  7.   PLANS,  PROGRAM  AND  BUDGET  OFFICE 
Major  Organizational  Changes    1           7~J 
Key  Personnel  Changes    2           7-1 
Narrative  of  Activities  ..1...    3           '"■» 
APPENDIX  A   List  of  Foreign  Liaison  Tours  A-1 
IIMfM  /".OCMi-ir-r*
SECTION  1 
Introduct  ion. 
1.  iU)   Mission.   The  mission  of  the  Office  of  the  Assistant 
CMef  of  Staff  for  intelligence  (OACSI)  Is  to  provide  pro- 
fessional and  administrative  staff  support  to  the  Assistant 
Chief  of  Staff  for  Intelligence  (ACSI).   The  ACS  I,  as  a  member 
of  the  Army  General  Staff,  is  responsible  for  overall 
coordination  of  the  intelligence  and  counterintelligence 
activities  of  the  U.S.  Army,  and  staff  supervision  of  the  U.S. 
Army  Intelligence  Operations  Detachment  (USAIOD),  an  OACSI 
FOA.   The  ACSI  is  the  Army  observer  and  representative  on  the 
National  Foreign  Intelligence  Board,  the  Army  member  of  the 
Military  Intelligence  Board,  Chairman  of  the  Army 
Classification  Review  Board,  and  the  Signals  Intelligence 
(SIGINT)  focal  point  for  the  Army.   In  discharging  these 
responsibilities,  equitable  consideration  Is  given  to  the 
Active  Army,  Army  National  Guard,  and  Army  Reserve.   Within  the 
scope  of  assigned  responsibilities,  the  ACSI  has  a  relationship 
to  the  Chief  of  Staff  corresponding  to  that  of  a  Oeputy  Chief  of 
Staff.   More  detailed  statements  of  the  functions  and 
responsibl l Ites  of  the  OACSI  are  contained  !n  AR  10-5, 
1-1
UNCLASSIFIED 
Organization  and  Functions.  Office  of  thft  Assistant  Chlf»f  of 
Staff  for — Intel  I  I  pence   and  AR  10-61,  Organization  and 
Functions.  U.S.  Armv  Intel  I  loence  ODerat  Ions  Detactmenl- 
2.  (U)   Personnel 
. 
a.  (U)   LTG  Sidney  T.  Welnsteln  served  as  Assistant  Chief  of 
Staff  for  Intelligence  for  all  of  FY  86. 
b.  (U)   BG  Randell  A.  Greenwalt  held  the  position  of  Deputy 
Assistant  Chief  of  Staff  for  Intelligence  for  all  of  FY  86. 
c.  (U)   BG  Stanley  H.  Hyman  served  both  as  Deputy  Chief  of 
Staff  for  Intelligence,  and  as  Commander,  US  Army  Intelligence 
Agency,  an  OACS I  FOA,  throughout  the  fiscal  year. 
d.  (U)   Mr.  James  Davis  assumed  the  position  of  Special 
Assistant  to  the  ACSI  in  January  1986.   The  position  had  been 
vacant  since  the  departure  of  Dr.  Prlddy  In  September  1985. 
e.  (U)   COL  John  C.  Lamb  replaced  COL  Ira  C.  Owens  as 
Executive  Officer  In  June  1986. 
f .  (U)   MA J  David  J.  Eggle  replaced  MA J  Don  Kerrick  as 
Assistant  Executive  Officer  In  August  1986. 
3.  (U)   Staffing.   Authorized  strength  figures  for  OACSI  and 
USAIOD  are  given  In  Table  I.   OACSI  lost  6  civilian  spaces 
during  FY  86.   USAIOD  gained  8  spaces  In  FY  86  as  a  result  of 
the  manpower  survey  conducted  by  USAMARDA  during  FY  85. 
4.  (U)   Activities.   The  Army  Intel  I Igence  Corr Idor ,  located 
In  the  E  Ring  between  corridors  4  and  5,  was  officially 
dedicated  in  March  1986.   The  exhibit  traces  military 
I ntel I igence  In  the 
1-2 
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United  States  from  Its  beginnings  to  the  present  day.   The 
project  manager  was  Mrs.  Patricia  Campbell  of  the  OACS I 
Management  Support  Office.  It  was  organized  under  the 
historical  direction  of  COL  (retired)  Jerry  Haggerty  and  the 
artistic  talent  of  Mr.  Joe  Plsanl  from  the  Army  Graphics  Center 
1-3 
.UNCLASSIFIED
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Table    1    (U) 
QACSl  AND  IOD  AUTHORIZED  STRENGTH  FtfiURFS 
OACSl  STAFF 
Start  FY  86 
End  FY  86 
USA l op 
Start  FY  86 
End  FY  86 
TOT 
TOT 
QEZ 
WO 
EML 
MIL 
CIV 
M£E 
115 
201 
TOT 
109 
195 
TOT 
QJEE 
WO 
EJNL 
MIL 
CIV 
M£E 
1-4 
UNCLASSIFIED
UNCLASSIFIED 
SECTION  2 
Directorate  of  Intelligence  Systems 
1.   (U)   Organization  Changes. 
a.  (U)   Space  Systems  Division. 
(1)  (U)   Effective  5  September  1986,  DAMI-ISP  was  rede- 
signated as  the  Space  Systems  Division  to  be  the  OACSI  focal 
point  office  for  space  and  related  matters.   The  division 
retained  all  the  functions  and  responsibilities  of  the  Imagery 
Intelligence,  Topography,  and  Meteorology  Division.   No  personnel 
or  spaces  were  affected  by  the  reorganization,  however,  the 
division  was  internally  reorganized  into  three  teams:  the  Space 
and  TENCAP  Team,  Imagery  Team,  and  Environmental  Effects 
Team. 
(2)  (U)   The  establishment  of  the  Space  Systems  Division 
was  necessitated  by  the  Army's  renewed  interest  in  space, 
aggressive  momentum  of  the  Army  Space  Program  and  recognition 
that  OACSI  involvement  in  the  Army's  exploitation  of  space  and 
space  related  technologies  is  extensive. 
b.  (U)   Human  Intelligence  Division. 
(1)   (U)   In  FY  86,  two  DAMI-ISH  slots  were  eliminated 
due  to  staff  cutbacks.   The  Senior  Intelligence  Editor /Analyst 
slot  was  eliminated  following  the  departure  of  SFC  Lambert  in 
January  1986.   The  GDIP  Program  Element  Director's  Point  of 
Contact  (PEDPOC)  slot  was  eliminated  at  the  same  time.   Following 
the  departure  of  the  incumbent,  LTC  Edell,  the  GDIP  program 
manager's  responsibilities  were  assumed  by  Mr.  Rascati. 
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c.   (U)   There  were  no  organisational  changes  within  the 
Intelligence  Systems  Integration  and  the  Signals  Intelligence 
divisions. 
2.   (U)   Key  Personnel. 
a.  (U)   Office  of  the  Director.   Personnel   changes:   Mrs. 
Margaret  Barry,  formerly  of  HUMINT  Division,  replaced  Mrs.  Mary 
Brill  as  Directorate  Secretary  in  December  1985.   LTC  Stephen 
Conrad  departed  in  June  1986  for  assignment  to  the  U.S.  Army 
Intelligence  Center  and  School  as  Commander  of  2d  School  Battalion 
Headquarters.   He  was  replaced  by  MA.J  Vondra  R.  Rawley,  formerly 
of  HUMINT  Division. 
b.  (U)   Space  Systems  Division. 
(1)   (U)   LTC  Harry  W.  Thomas,  Chief,  DAMI-ISP,  retired 
from  active  duty  in  January  1986.  LTC  Thomas  was  temporarily 
replaced  by  LTC  Calvin  Boyles  pending  LTC  Boyles  attendance  at 
the  National  War  College  scheduled  for  August  1986.   In  April, 
LTC  Edwin  A.  Christopher  reported  for  duty  filling  the  0-5  35C 
2-2 
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■LL. 
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vacancy  on  the  DAMI-ISP  TDA.   In  August,  LTC  Christopher  replaced 
LTC  Boyles  as  Chief,  DAMI-ISP.   Mrs.  Sharon  Whitton, *  secretary, 
departed  DAMI-ISP  in  May,  and  was  replaced  by  Ms.  Laura  Lee 
Sirapier.   In  August,  Mrs.  Ann  Fischbach  was  hired  to  fill  the 
clerical  assistant  vacancy,  and  in  September,  Mr.  Jon  Lewis 
departed  DAMI-ISP  for  a  new  duty  position  with  the  Army 
Intelligence  Agency.   In  September,  CPT  Michelle  Miller  was 
assigned  to  the  division  as  a  Directed  Military  Overstrength 
(DMO)  to  assist  in  the  division's  extensive  TENCAP  related  acti- 
vities, specifically  JCS  Special  Project  Power  Hunter.   CPT 
Miller  will  remain  with  DAMI-ISP  through  October  1987  as  a  DMO. 
(2)   (U)   The  following  reflects  the  division's  person- 
nel composition  at  the  end  of  FY  86: 
Division  Chief  LTC  Edwin  A.  Christopher 
Space  and  TENCAP  Team         MAJ(P)  David  Cowley 
MAJ  Jerome  Fromm 
CPT  Michelle  Miller 
Imagery  Team  Ms.  Jessie  Hale 
Mr.  Daniel  Smith 
(1XGM-132-13  Intelligence 
Operations  Specialist-Vacant) 
Environmental  Effects  Team    MAJ(P)  Richard  Johnson 
MAJ(P)  John  Oisak 
Mr.  James  Davis 
Mr.  David  Lueck 
Secretarial  Team  Ms.  Laura  Lee  Simpier 
Mrs.  Ann  Fischbach 
c.   (U)   Human  Intelligence  Division. 
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^CLASSIFIED 
Departed 
Mrs.  Barry 
Mr.  Steckel 
SFC  Lambert 
LTC  Miller 
Mr.  Braunstein 
MAJ  Rawley 
COL  Foley 
LTC  Lorentzen 
LTC  Edell 
Date 
Dec  85 
Dec  85 
20  Jan  86 
15  May  86 
30  May  86 
13  Jun  86 
20  Jun  86 
29  Aug  86 
30  Sep  86 
Arrived 
Mr.  Rascati 
LTC(P)  Ullraann 
Mr .  Mahoney 
MAJ  Fox 
MAJ  Kloster 
LTC  Bruening 
Date 
24  Jan  86 
1  May  86 
5  May  86 
15  May  86 
16  Jun  86 
2  Sep  86 
d.   (U)   Intelligence  Systems  Integration  Division". 
Departures  Arrivals 
Laura  Lee  Simplier 
LTC  James  Thompson 
MAJ  Joseph  Tullbane 
MAJ  Joseph  Blanco 
MAJ  Austin  Kennedy 
MAJ  David  Eggle 
MAJ  Bobby  Jones 
LTC  Robert  White 
LTC  Robert  Thomas 
MAJ  Keith  Alexander 
MAJ  Peter  Petoskey 
III     MAJ  David  Berns 
Howard  G.  Camp 
Judith  T.  Gast 
Noralyn  Butler 
e.   (U)   Signals  Intelligence  Division. 
(1)  Losses: 
COL  Frank  (NMI )  Zachar,  Chief,  SIGINT  Division, 
28  Feb  86 
LTC(P)  Willard  T.  Carter,  Chief,  SIGINT  Division, 
15  Aug  86 
LTC  Peter  B.  Johnson,  Chief,  Military  Support  Team, 
28  Feb  86 
Mr.  Philip  E.  Lavigne,  Chief,  Policy,  Planning, 
Programming,  Budgeting,  and  Evaluation  Team, 
GS-14.  11  Oct  85 
Mr.  John  J.  Kaye,  Chief,  Planning,  Programming, 
Budgeting,  Evaluation  Team,  GS-14,  5  Sep  86 
Mr.  Richard  A.  Merrill,  GS-13,  5  Sep  86 
CPT  Paul  Grayson  Wolfe,  5  Aug  86 
Mrs.  Alberta  (Peggy)  H.  Brooks,  Clerk-Typist,  25  Apr 
Shawnese  Andrea  Henry,  Clerk-Typist,  12  Sep  86 
Kenneth  A.  Forder,  7  Oct  85  (Intern) 
(2)  (U)  Gains: 
2-4 
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LTC(P)  Peter  B. ^Johnson,  Chief,  SIGINT  Division, 
2  Sep  86 
Mr.  John  J.  Kaye,  GS-14,  16  Dec  85 
Mr.  Robert  L.  Massie,  GS-13,  Intelligence-Operations 
Specialist,  21  Jul  86 
MAJ  Donald  R.  Riedel,  SIGINT  Staff  Officer,  23  Jul 
Ms.  Amy  I.  Reese,  Clerk-Typist,  11  Aug  86 
(Dan  Carpenter,  contractor  assigned  to  INSCOM, 
helping  with  TROJAN). 
3.   (U)   Narrative  of  Activities. 
a.   (U)   Space  Systems  Division. 
(1)  (U)   Space  Systems  Division  continued  to  coordinate 
Army's  imagery,  meteorology,  and  topographical  activities.   The 
division  also  maintained  primary  OACSI  responsibility  for  the 
Tactical  Exploitation  of  National  Capabilities  Program  (TENCAP) 
and  became  the  focal  point  for  all  OACSI  space  related  issues. 
(2)  ('3/HT-L 
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(5)  (U)   DAMI-ISP  also  worked  a  multitude  of  imagery 
related  issues  which  included  specialized  imagery  training  mana- 
gement, support  to  JCS  Special  Project  Power  Hunter,  development 
of  national  imagery  exercise  support,  and  assisting  AIA's 
acquisition  of  COMIREX  Automated  Management  System  (CAMS)  ter- 
minals for  FSTC,  MSIC,  and  ITAC. 
(6)  >fi/HP)< 
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CI 
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(7)   (U)   Space  and  TENCAP.   The  establishment  of  the 
Space  and  TENCAP  Team  aligned  space  and  space-related"-^ unctions 
and  responsibilities  of  the  OACSI  within  DAMI-ISP.   The  following 
OACSI  representative  responsibilities  were  added  during  FY  86: 
Army  Space  Working  Group 
Army  Space  Technology  Steering  and  Review 
Committee 
Strategic  Defense  Initiative  (SDI )  Collection 
Requirements  and  Capabilities  Subcommittee 
Project  Officer,  JCS  Special  Project  87, 
"Power  Hunter" 
(8)   (£/»*> 
MAJ  Cowley 
MAJ  Cowley 
MAJ  Cowly 
MAJ  Fromm 
CPT  Miller 
(9)   (U)   DAMI-ISP  participated  with  DCSOPS,  DCSRDA,  and 
other  ARSTAF  organizations  to  develop  an  implementation  plan  for 
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resubordination  of  the  Army  Space  Program  Office  (ASPO )  to  the 
Army  Staff  as  a  Field  Operating  Agency  (FOA)  under  DCSOPS.   This 
action  resulted  from  recommendations  of  the  Army  Space  Institute 
study  and  the  Army  IG,  and  was  approved  by  the  Chief  of  Staff  for 
the  Army.   This  action  was  designed  to  provide  better  management 
of  the  Army  TENCAP  Program. 
(10)  (U)   In  May  1986,  DAMI-ISP  sponsored  the  first  meet- 
ing of  an  Army  Environmental  Satellite  Working  Group.   The  purpose 
of  this  group  was  to  study  the  Army's  increasing  need  for  meteorolo- 
gical and  environmental  effects  data  remotely  sensed  from  geosta- 
tionary satellites.   The  results  of  the  first  meeting  indicated 
an  Army  need  for  this  capability  and  the  Army  Space  Institute 
(ASI)  was  tasked  to  develop  the  requirements  documentation.   The 
Working  Group  met  again  in  August  1986  and  reviewed  a  strawman 
organization  and  operations  concept  developed  by  the  ASI, 
Following  the  review  and  considerable  discussion,  the  concept  was 
returned  to  ASI  for  additional  work.   The  end  of  1st  quarter  FY 
87  is  the  projected  date  of  completion  of  the  O&O  plan  and 
beginning  of  the  appropriate  staffing  action. 
(11)  (U)  As  a  key  player  in  the  Army  Space  Program, 
DAMI-ISP  participated  with  other  ARSTAF  elements  and  the  Army 
Space  Agency  in  the  development  of  a  comprehensive  Army  Space 
Master  Plan  (ASMP).   The  ASMP  will  provide  the  Army  direction  for 
space  organizational  development  concepts,  doctrine,  and  materiel 
development. 
2-9 
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WJCUSSIFIED 
(12)  (U)   Environmental  Effects.   During  FY  86,  con- 
current with  the  division  reorganization  and  redesignation,  the 
Topographic  and  Meteorological  sections  were  consolidated  into  an 
Environmental  Effects  Team  under  the  supervision  of  the  Topographic 
Plans  Officer.   This  reorganization  reflected  growing  recognition 
that  the  separate  components  of  the  environment  are  mutually 
interrelated,  must  exchange  data,  and  have  synergistic  effects  on 
both  friendly  and  threat  military  activities. 
(13)  (U)   DAMI-ISP  hosted  the  eighth  Annual  Army 
Topographic  Conference  at  Fort  Belvoir,  VA,  30  September  -  2 
October  1985.   The  conference,  which  focused  on  the  topic  of  digital 
topography,  was  very  successful  and  drew  the  largest  attendance 
in  the  history  of  these  conferences. 
(14)  (U)   The  Topographic  Section  obtained  a  long 
outstanding  reply  from  the  Defense  Mapping  Agency  (DMA)  on  30 
October  1985  recognizing  the  Army's  requirement  for  Tactical 
Terrain  Data,  a  new  digital  terrain  data  product  for  support  and 
combat  in  the  1990* s  and  beyond.   Army  and  DMA  agreed  on  a  nego- 
tiated data  content  in  May  1986,  and  work  continued  through  the 
year  toward  release  of  a  product  specification  in  December  1986, 
a  prototype  cell  in  November  1987,  and  a  subsequent  production 
plan. 
(15)  (U)   In  November  1985,  the  Topographic  Section 
provided  input  to  the  Army  Space  Initiatives  Study  (AS IS)  that, 
together  with  input  from  the  jU.S.  Army  Engineer  Topographic 
2-10 
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Laboratories  (USAETL),  prompted  the  ASIS  group  to  identify  the 
Digital  Topographic  Support  System  (DTSS)  and  Quick-Response 
Multicolor  Printer  (QRMP)  as  low-risk,  high-payoff  items  and  to 
recommend  their  accelerated  development.   Funding  and  visibility 
for  these  critical  new  topographic  systems  were  maintained  through- 
out the  year. 
(16)  (U)   The  Topographic  Section  developed  replies  to 
the  December  1985  VCSA  questions  about  the  Army's  strategy  to 
develop  terrain  data  standards  and  controls  over  developers. 
This  action  eventually  led  to  the  formal  establishment,  on  1 
October  1986,  of  a  new  Concepts  and  Analysis  Division  at  USAETL 
to  serve  as  a  single  point  of  contact  within  Army  for  expertise 
on  digital  terrain  data.   The  Army  was  the  first  service  to 
establish  such  a  focal  point  and  this  action  is  likely  to  serve 
as  a  model  for  the  other  services. 
(17)  (U)   With  the  staff  assistance  of  the  Office  of 
the  Chief  of  Engineers  and  financial  support  of  the  Corps  of 
Engineers,  the  Topographic  Section  proposed,  supervised,  and  suc- 
cessfully concluded  Phase  I  of  a  contracted  structured  analysis 
to  model  information  flow  and  required  data  exchange  within  and 
between  the  earth  and  atmospheric  sciences.   Phase  II  of  the 
structured  analysis  was  submitted  as  a  proposal  for  completion 
under  the  Army  Studies  Program,  and  competed  successfully  for 
resourcing  and  completion  under  contract  during  FY  87. 
(18)  (U)  As  a  result  of  revised  fiscal  guidance  and 
source  loss  incurred  in  mid-FY  86,  DMA  sought  restoration  of 
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funding  through  a  Special  Defense  Agency  Issue.   The  Topographic 
Section  participated  in  drafting  the  special  issue  and  its  sub- 
sequent staffing  within  the  Army.   In  July  1986,  largely  as  a 
result  of  stands  taken  by  OACSI  and  ODCSOPS,  the  Army  went  on 
record  supporting  the  funding  restoration  to  DMA  —  the  only 
service  to  do  so.   The  prestige  of  the  Army  within  the  mapping 
community  at  large  has  increased  accordingly. 
(19)  (U)   The  Topographic  Section  arranged  the  transfer 
of  responsibility  from  DMA  to  Army  for  production  of  high- 
resolution  data  bases.   This  action  resolved  a  long-standing 
controversy  over  the  proper  DMA  role  in  supporting  limited  and  uni- 
que data  requirements  while  reorienting  the  Army's  general  sup- 
port terrain  analysis  facility  toward  tasks  with  more  direct 
payoff  to  the  Army  in  the  field. 
(20)  (U)   During  FY  86,  the  Topographic  Section  took 
strong  positions  to  protect  Army  interests  in  its  dealings  with 
DMA  and  ensure  that  the  service's  authority  would  be  preserved  as 
new  rules  were  emplaced  to  control  access  to  digital  terrain 
data,  and  to  fix  responsibility  to  fund  for  unique  MC&G  support. 
Those  positions  led  ultimately  to  stronger  bonds  between  DMA  and 
Army  as  issues  were  resolved  fairly  with  a  sense  of  purpose  and 
common  direction. 
(21)  (U)  On  19  and  20  March  1986,  OACSI  hosted  the 
first  Army  Weather  Conference.   The  event  brought  Army  intelli- 
gence officers  and  commanders  from  around  the  world  together  to 
interact  with  program  managers  and  technical  representatives  from 
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the  Army  and  Air  Force  weather  support  communities.   The  goal  of 
the  conference  was  to  better  define  the  Army's  requirements  for 
weather  support  and  to  allow  Army  field  commanders  and  intelli- 
gence officers  the  opportunity  to  express  support,  recommend 
changes,  or  define  requirements  for  Army  weather  support.  Output 
from  this  conference  was  used  as  the  basis  for  the  Army  position 
mm 
in  negotiations  with  the  U.S.  Air  Force  on  the  revision  of  joint 
regulation  AR  115-10/AFR  105-3,  now  in  draft  form. 
(22)   (U)   Congress  directed  that  the  U.S.  Army  procure, 
test,  and  evaluate  a  Tactical  Weather  Intelligence  System  (TWS). 
In  November  1985,  the  Air  Land  Battle  Environment  Group  of  the 
Corps  of  Engineers  agreed  to  manage  an  effort  to  meet  the 
Congressional  directive.  TWS  is  envisioned  as  a  small  transpor- 
table weather  support  system  with  full  data  interrogation,  recep- 
tion, and  processing  capabilities  that  were  previously  unknown 
in  military  applications.  TWS  will  be  fielded  as  a  test  system 
in  FY  88. 
b.   (U)  Human  Intelligence  Division. 
(1)   (0/HP) 
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(3)      XS^Jtt^ 
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(4)  (U)  The  draft  of  FM  381-XXX  (Foreign  Materiel 
Acquisition  Program)  was  developed  and  coordinated  with  the  DA 
Staff  and  the  MACOMs.   This  new  regulation  provides  guidance  and 
policy  concerning  the  Army's  Foreign  Materiel  Acquisition  Program. 
(5)  (U)  The  division  published  a  revision  of  AR 
381-102   (Intelligence  Operational  Support  Activities). 
(6)  ^) 
to 
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(10)  (U)  The  division  worked  with  INSCOM  and  other 
agencies  to  expand,  revitalize,  and  increase  the  scope  of  the 
Reserve  Exploitation  Program,  Army  (REPA). 
(11)  (U)   The  division  worked  with  INSCOM  to  coordinate 
the  new  supplement  to  the  Foreign  Officer  Contact  Program  (FOCP). 
(12)  (U)   The  division  routinely  responded  to  numerous  - 
queries  by  DOD  and  non-DOD  agencies  on  the  FORMICA,  SEEK,  LADEN, 
and  SWAMP  collection  programs,  as  well  as  on  the  operation  of  the 
RODCA  communications  channel. 
(13)   <&foH 
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SOI  BZLUSUU  T2  FQRE1M  ItTIOaALS 
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(  16 )  *\  0  /  NF  7 
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(17)   (U)   The  division  provided  the  GDIP  Program 
Element  Director's  Point  of  Contact  (PEDPOC)  for  HUMINT-related 
resources.   In  fulfilling  these  responsibilities,  the  division 
provided  numerous  briefings  to  members  of  the  IC  Staff,  OMB,  and 
the  GDIP  Staff  throughout  the  period.   Program  testimony  and 
justification,  as  well  as  responses  to  Congressional  inquiries  on 
various  aspects  of  HUMINT  operations,  were  presented  to  the 
various  agencies. 
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c.   (U)   Signals  Intelligence  (SIGINT)  Division. 
(1)   (U)  The  actions  conducted  by  the  SIGINT  Division 
during  FY  86  were  focused  on: 
(a)  (U)  Planning  and  managing  a  broad  scope  of  innova- 
tive projects  and  programs  to  measurably  increase  capabilities  of 
tactical  SIGINT  equipment  and  dramatically  increase  the  skill 
level  of  tactical  SIGINT  personnel. 
(b)  (U)  Coordinating  representation  of  Army  require- 
ments in  national  level  fora. 
(c)  (U)  The  definition  of  DA/ACSI  responsibilities  and 
duties  in  the  development  of  the  Consolidated  Cryptologic 
Program. 
2-17 
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■SECRET 
(d)   Aggressive  pursuit  of  technical  sensors  for 
measurement  and  signature  data  collection. 
(2)   (U)   Planning,  Programming,  Budgeting  and 
Evaluation  System  (PPBES  Team). 
(a)   (U)  Continuing  functions.   The  team  served  as  the 
Department  of  Army  focal  point  for  Signals  Intelligence  policy, 
plans,  programs,  and  operations.   It  also  participated  in  Army 
and  Intelligence  Community  sponsored  studies  supporting  the  deve- 
lopment of  new  systems  and  capabilities,  and  represented  the  Army 
at  DCI-level  committee  meetings.   The  team  also  provided  the  Army 
member  for  the  following  major  fora: 
1.   (U)   The  DCI  SIGINT  Committee. 
2  y/) 
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3      (U)     The  SORS    (classification  compartmented,    if 
expanded)-      The  SORS   is  a  permanent  subcommittee  under   the  DCI 
x 
2-18 
2j
CONF^TIAL 
SIGINT  Committee  responsible  for  the  generation  of  intelligence 
guidance  for  tasks  -to  be  levied  on  national  resources.   The  SORS 
SORS  continually  monitors  requirements  and  provides  collection 
and  processing  guidance  for  both  long  and  short  term  needs. 
4  (U)   Representation  to  the  Program  Manager  of  the 
Consolidated  Cryptologic  Program  (CCP),  for  the  purpose  of 
program  development  and  review,  budget  formulation,  justifica- 
tion, and  defense.   The  goal  is  to  ensure  that  Army  interests  are 
properly  and  adequately  addressed. 
5  if) 
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(b)   (U)  Major  projects. 
1^  (U)   Army  Manning  for  OCMC.   A  community  memorandum 
of  understanding  for  manning  a  collection  management  center  of 
national  resources  was  approved  by  the  Director  of  Central 
Intelligence  in  January  1985.   In  response  to  a  HQDA  request, 
INSCOM  acquired  five  Army  spaces  for  the  OCMC  and  placed  them  on 
the  CONUS  MI  Group  TDA.   Because  of  personnel  turnovers  in  FY  86, 
2-19 
CO rte^riAL
SE^RP 
only  one  position  is  currently  filled.   We  anticipate  that  four 
of  the  five  spaces  will  be  filled  by  the  end  of  CY  86. 
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3  (U)   TRUE  BLUE.   The  purpose  of  this  program  is  to 
place  Army  elements  at  selected  field  activities  to  provide  a 
dedicated,  peacetime  mechanism  for  supporting  Army  commanders 
which  is  capable  of  transitioning  to  war.   By  the  end  of  FY  86, 
Army  ELINT  analyst  support  consisted  of  98Js  spread  across  the 
nine  assignment  sites.   Plans  call  for  the  assignment  of  46  98Js 
by  June  1987. 
4  (U)   ACSI  SIGINT  Advisory  Council  (ASAC).   The  first 
ACSI  SIGINT  Advisory  Council  (ASAC)  meeting  was  held  in  May  1985 
2-20
_JE6RET 
to  discuss  SIGINT  operational  issues  with  involved  commands. 
There  were  two  more  ASAC  meetings  held  in  FY  86.   The  first  of 
these  was  at  Fort  Devens  in  October  1985.   The  neeting  theme  was 
SIGINT  Training. 
5   (/)^ 
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progress.  *  V 
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7   (U)   Army  ELINT  Architecture.   In  May  1985,  the  House 
Permanent  Select  Committee  on  Intelligence  (HPSCI)  directed  the 
National  Security  Agency  (NSA)  and  Army  to  develop .an  overall 
plan  or  to  describe  how  Army  ELINT  initiatives  fit.  in  with  all 
other  resources  that  might  be  applied  against  the  ELINT,  problems. 
NSA(W4)  is  supporting  the  Army  tasker  to  TRADOC  (USAISD)  to  write 
the  ELINT  Architecture.   USAISD  completed  a  baseline  architecture 
and  will  have  draft  versions  of  the  objective  architecture  and 
transition  plan  almost  complete  by  the  end  of  this  fiscal  year. 
Suspense  for  delivery  of  the  final  architecture  to  HQDA  is  15 
December  1986.   A  related  effort  in  FY  86  involved  the  TRADOC 
(USAICS)  written  White  Paper  that  is  to  describe  TEAMPACK's 
current  and  future  role.   It  is  due  to  HQDA  NLT  1  November  1986. 
(3)   (U)   The  Military  Support  Team. 
(a)   (U)  Continuing  Functions.   The  Military  Support 
Team  interacted  through  the  year  with  the  MACOMs,  Corps,  and  tac- 
tical Army  elements  through  TDYs,  hosting  visits,  nessages,  and 
phone  calls.   The  team  used  meetings,  briefings,  and  information 
papers  to  maintain  close  contact  with  other  Army  staff  elements, 
other  service  staffs,  Army  agencies,  especially  INSCOM,  and 
national  intelligence  agencies,  particularly  the  National 
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Security  Agency.   Members  of  the  team  were  very  involved  in  the 
projects  listed  below  and  other  activities,  all  of_  which  focused 
on  tactical  SIGINT  support. 
(b)   (U)   Major  Projects. 
1      (U)   High  Frequency  (HF)  Initiatives. 
a   (U)   The  U.S.  Army's  shortfall  in  the  tactical 
exploitation  of  the  HF  spectrum  has  been  a  long  standing  problem. 
Intercept  and  DF  of  threat  HF  emitters  is  absoutely  critical  to 
the  air  land  and  deep  battle.   HF  intercept  and  DF  systems  are  the 
only  assets  on  the  near  term  programming  and  development  horizons 
that  will  help  satisfy  deep  battle  intelligence  requirements. 
b  (/) 
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e      (U)     Additional   efforts    in   the  HF   arena    ibclude 
OACSI's   work   on   the   HF   subgroup   to   the  AEWIC.      The   subgroup   was 
formed   to   focus   the   HF   effort  at   DA   for    intense   review.      Work    in 
the    subgroup   continues. 
2      (U)      TROJAN. 
a   (U)   The  TROJAN  Project  gained  substantial  momentum 
during  FY  86  with  the  activation  (6  Jan  86)  of  the  Systems 
Integration  and  Fielding  Office  (SIFO),  Signals  Warfare  Center, 
to  manage  the  acquisition,  fielding,  testing,  and  acceptance  of 
all  TROJAN  systems.   The  establishment  of  SIFO  constitutes  a 
major  evolution  in  the  development  of  the  TROJAN  Project  by 
centralizing  management  functions  for  the  systems,  logistics,  and 
communications  support  required  for  this  highly  complex  program. 
b  (U)  On  23  Sep  86,  a  competitive  bid  for  a  follow-on 
contract  was  awarded  to  the  team  of  TRW/RCA  for  thirty-three 
TROJAN  systems  to  be  fielded  between  FY  87-89  which  completed  the 
projected  fielding  under  the  accelerated  schedule. 
c   (U)  The  communication  architecture  is  the  most  cri- 
tical element  in  the  TROJAN  program.   The  design  and  statement  of 
2-24 
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work  for  the  objective  communications  sub-system  has  been 
completed  while  an  interim  communications  sub-system  to  support 
operations  (point-to-point)  between  tactical  echelons  is  being 
implanted. 
d   (U)   Major  operational  tasking  and  reporting 
questions  have  been  resolved  with  the  activation  of  the  Army's 
Technical  Control  and  Analysis  Element  (ATCAE)  at  Fort  Meade  on 
6  July  1986.   An  operational  and  organizational  concept  document 
on  how  the  ATCAE  will  function  with  National  Security  Agency 
(NSA)  elements  was  agreed  upon  by  the  Army  and  NSA.   The  ATCAE 
will  serve  as  the  highest  echelon  Army  SIGINT  technical  control 
and  analysis  element  in  a  system  extending  from  Army  to  battalion 
level.   The  functions  of  the  ATCAE  are  to  link  Army  tactical 
units  to  NSA  and  maximize  technical  data  support  through  analy- 
sis, evaluation,  development  and  maintenance  of  tactical  support 
packages  and  collection  mission  steerage. 
3   (U)   CENTAM. 
a  {/) 
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^smr 
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4      (/) 
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5      (U)      Conducted   field  assistance   visits    (FAV)    through- 
out  the   year,    as    required. 
(4)      (U)      The   Technical   Reconnaissance  and  Surveillance 
(TECRAS)    Program  Office. 
(a)      (C/HT-) 
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I  I    Documents  originated  with  another/other  Government  agency(ies).  These 
documents  were  referred  to  that/those  agency (ies)  for  review  and 
direct  response  to  you. 
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d.   (U)   Intelligence  Systems  Integration  Division. 
(1)   (13)   The  emphasis  on  language  continued  this  year- 
culminating  in  a  number  of  accomplishments: 
(a)  (U)   The  Army  Language  Action  Plan,  presented  to 
the  ACSI  in  October,  listed  systemic  weaknesses  throughout  the 
language  program.   The  plan  addressed  doctrinal  requirements, 
documentation,  accession  of  talent,  resident  training,"  non- 
resident training,  incentives,  evaluation,  and  new  technologies. 
(b)  (U)  The  first  Language  Functional  Review  <FR)  was 
held  in  August  and  chaired  by  the  ACSI.  It  focused  on  Career 
Management  Fields  96,  98,  and  18.  The  FR  identified  deficiencies 
and  actions  required  to  correct  force  structure  and  personnel 
manning  problems  involving  linguists.  The  issues  and  actions 
remaining  open  from  the  Army  Language  Action  Plan  were  incor- 
porated into  the  FR  and  will  be  tracked  together. 
(c)  (U)   The  Language  Program  Manager  successfully 
defended  the  Army  Language  Program  Development  Incremental 
Package  (PDIP)  during  the  POM  degradation  process.   The  PDIP  was 
locked  into  the  88-92  POM.   The  PDIP  provides  for  unit  foreign 
language  sustainment  training  in  the  active  and  reserve  com- 
ponents of  the  Army. 
(d)  (U)   The  Defense  Advanced  Language  and  Area  Studies 
Program  (DALASP),  which  provides  the  opportunity  for  civilian  and 
military  intelligence  personnel  to  develop  language  and  area 
expertise  in  the  Third  World,  continued  to  expand.   Participation 
increased  with  eleven  full-time  military  participants  and  one 
2-29 
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part-time  military  participant  with  concentrations  in  India, 
Middle  East.  China,  Africa,  and  Latin  America  area  studies  and 
languages  indigenous  to  those  areas.   One  military  officer 
completed  the  program  specializing  in  Sub-Sahara  Africa  studies 
and  the  Swahili  language.   He  is  presently  assigned  as  a  Military 
Attache  in  Africa.   The  Program  Manager  was  successful  in  trans- 
ferring six  intern  positions  from  TAG  to  AIA  where  actTion  is 
underway  to  fill  those  positions. 
(e)   (U)   In  FY  86,  the  Army  took  the  lead  within  OSD  in 
developing  legislation  for  awarding  linguist  incentive  pay.   The 
proposal,  as  agreed  to  by  all  services,  was  modified  and  paired 
by  the  99th  Congress  to  the  FY  87  DoD  Authorization  Act.   Congress 
authorized  the  payment  of  up  to  §100  per  month  for  officer, 
warrant  officer,  and  enlisted  linguists  who  meet  the  eligi- 
bility criteria  specified  for  the  pay.   Congress  limited  the 
program  to  $7.3M  in  FY  87  and  $9.0M  in  FY  88  (versus  DoD's 
request  for  $18. 3M  in  FY  87  at  $250  maximum  per  linguist  per 
month).   The  passage  of  this  legislation  caps  a  long-term  short- 
fall in  both  the  Army  and  DoD  foreign  language  programs. 
(2)   (U)  Other  significant  accomplishments  of  the  divi- 
sion included  the  following: 
(a)   (U)   MI  Excepted  Career  Program  (Great  Skill). 
DAMI-ISI  drafted,  coordinated,  revised,  finalized,  and  forwarded 
AR  614-115  (MI  Excepted  Career  Program  (Great  Skill))  to  the 
Adjutant  General  for  publication.   Responsibility  for  monitoring 
implementation  of  this  regulation  is  assigned  to  the  HUMINT  Division, 
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(b)  (U)   Joint  Space  Intelligence  and  Operations  Course 
(JSIOC).   The  USAF  is  executive  agent  for  the  Joint  Space 
Intelligence  and  Operations  Course  (JSIOC).   This  new  course  was 
developed  under  contract  to  the  USAF  Training  Command  (ATC). 
DAMI-ISI  participated  rigorously  in  various  in-process  reviews 
while  the  course  was  being  developed  to  ensure  that  Army  intelli- 
gence requirements  were  satisfied.   Following  two  validation 
classes,  in  January  and  February  1986,  in  which  the  Army  par- 
ticipated, the  final  product  was  given  to  the  ATC  on  31   March 
1986. 
(c)  (U)   Strategic  SIGINT  New  Equipment  Training  (NET). 
DAMI-ISI  was  instrumental  in  assisting  the  ODCSOPS  Director  of 
Training  in  resolving  the  integration  of  critical  information 
concerning  National  Security  Agency  (NSA)-developed  strategic 
SIGINT  systems  into  the  Army's  New  Equipment  Training  (NET) 
program.   DAMI-ISI  guided  discussions  among  representatives,  of 
NSA,  ODCSOPS,  the  Intelligence  and  Security  Command  (INSCOM),  the 
Army  Materiel  Command  (AMC),  the  Communications-Electronics 
Command  (CECOM),  the  Signals  Warfare  Center  (SWC),  the  US  Army 
Intelligence  Center  and  School  (USAICS),  and  the  Training  and 
Doctrine  Command  (TRADOC).   These  discussions,  resulted  in  a  con- 
sensus that  AMC  would  assume  responsibility  for  the  preparation 
of  stragetic  SIGINT  New  Equipment  Training  Plans  (NETP)  and 
related  feeder  reports..   An  INSCOM/AMC /NSA /TRADOC  memorandum  of 
understanding  (MOU)  formalized  their  NET  relationships  and  formed 
the  basis  for  changes  to  various  regulations. 
2-31 
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(d)  (U)   Strategic  Debriefer's  Course  (SDC).   OACSI, 
through  DAMI-ISI,  is  the  DoD  executive  agent  for  the  Strategic 
Debriefer's  Course  (SDC)  conducted  at  USAICS,  Fort  Huachuca. 
DAMI-ISI  action  officer  chaired  the  joint  Army/Navy/AF/DIA  in 
process  review  committee,  13-14  November  1985,  which  reviewed 
course  content.   No  changes  were  made  to  the  course. 
(e)  (U)   Tactical  Intelligence  Readiness  Training 
(REDTRAIN).   The  DA  REDTRAIN  Program  Manger  is  assigned  to 
DAMI-ISI.   No  REDTRAIN  Program  related  staff  visits  were  con- 
ducted during  FY  86  because  of  additional  duties  imposed  on 
the  manager  caused  by  the  unplanned  departure  of  a  civilian 
action  officer  from  the  division. 
(f)  Civilian  Intelligence  Career  Program  (CICP).   A 
DAMI-ISI  action  officer  provided  the  focal  point  and  leadership 
of  a  Joint  Task  Force  which  resulted  in  a  Joint  Army/Navy/AF 
legislative  proposal  to  improve  the  management  of  civilian 
intelligence  personnel  employed  by  the  military  departments. 
Following  numerous  meetings  and  discussions  among  the  service 
participants,  the  legislative  proposal  was  forwarded  to  and 
accepted  by  the  Director  of  Central  Intelligence  (DCI)  and 
included  in  the  DCI1 s  FY  87  Intelligence  Authorization  request 
submitted  to  Congress.   Following  still  more  meetings  between  the 
military  departments'  representatives  and  Congressional  staffers 
of  the  House  and  Senate  Intelligence  Committees,  the  proposed 
legislation  gained  the  support  of  both  committees  and  was 
included  and  passed  as  part  of  the  Intelligence  Authorization  Act 
for   FY  87. 
2-32 
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Classified 
(g)   (U)   Army  Intelligence  Training  for  Federal  Drug 
Enforcement  Agencies.   DAMI-ISI  represented  OACSI  "in  a  DIA  spon- 
sored conference  to  offer  DoD/Military  Intelligence  training  to 
federal  drug  enforcement  agencies,  i.e.,  Drug  Enforcement  Agency, 
Bureau  of  Customs,  Coast  Guard,  Federal  Bureau  of  Investigations. 
UNCLASSIFIED 
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SECTION  3 
Directorate  of  Counterintelligence 
1.   (U)   Overview. 
a.  (U)   The  Counterintelligence  Directorate  is  divided  into 
three  separate  divisions  with  the  responsibilities  of  Security,, 
Counterintelligence  Operations,  and  Technology  Transfer/Foreign 
Disclosure.   Although  they  operate  as  individual  elements,  their 
functions  and  responsibilities  are  related  and  they  work  together 
to  accomplish  a  diverse  mission. 
b.  (U)   Security  Division.   The  primary  functional  respon- 
sibility of  the  Security  Division  is  to  develop,  publish,  moni- 
tor, and  guide  security  policy  in  the  various  sub-disciplines: 
Information,  Personnel,  and  Sensitive  Compartmented  Information 
(SCI)  .   The  Security  Review  and  Freedom  of  Information  mission 
provides  a  security  service  to  the  Army  Staff  and  to  the  public. 
The  litigation  functions  involve  coordination  on  all  litigation 
matters  that  deal  with  Army  Intelligence.   During  FY  86,  major 
programs  and  related  regulations  were  revised  as  necessary  and 
guidance  was  continuously  being  disseminated  to  Army  field  ele- 
ments.  Numbers  of  actions  processed  this  FY  increased  substan- 
tially in  all  sections  of  the  Division.   The  trend  is  expected  to 
continue.   A  further  increase  in  the  workload  of  the  Division  in 
FY  86  was  caused  by  the  extra  detail  and  effort  required  on  several 
actions  relating  to  sensitive  issues  which  came  to  national 
public  attention. 
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UNCLASSIFIED. 
c.  (U)   Counterintelligence  Operations  Division.   The  primary 
functional  responsibility  of  the  Counterintelligence  Operations 
Division  is  to  develop,  publish,  monitor,  and  guide -policy 
regarding  the  U.S.  Army  Counterintelligence  Activities,  Foreign 
Counterintelligence  Program,  Automation  Security,  Communications 
Security,  Special  Access  Programs,  Counterterror ism,  and 
Technical  Surveillance/Countermeasures.   During  FY  86,  increased 
attention  was  given  to  the  support  of  SAPs ,  as  well  as  the 
counterterrorism  effort.   A  trend  towards  stronger  emphasis  in 
both  areas  is  expected  to  continue. 
d.  (U)   Technology  Transfer  -Division.   The  Technology 
Transfer  Division,  as  the  focal  point  on  the  Army  Staff  for 
technology  transfer  actions  and  policy  issues,  coordinates  the 
Army's  efforts  in  support  of  the  Coordinating  Committee  on 
Multilateral  Export  Controls  (COCOM) ,  the  Commodity  Control  List, 
and  Munitions  List,  and  the  Military  Critical  Technologies  List. 
Division  personnel  participate  in  the  munitions  and  strategic 
trade  case  review  process,  evaluate  bilateral  and  multilateral 
co-development  and  co-production  agreements,  submit  all  Army 
originated   requests  for  exception  to  the  National  Disclosure 
Policy,  and  adjudicate  foreign  requests  for  visits,  documents, 
and  personnel  accreditations.   Increased  emphasis  was  placed  on 
the  Technology  Transfer  Program  in  response  to  the  burgeoning 
number  of  Army  international  programs.  This  emphasis  is  expected 
to  continue. 
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2.   (U)   Key  Personnel. 
a.  (U)   Director's  Office. 
(1)  (U)   Colonel  Anthony  J.  Gallo,  Jr.  was  the  Director 
throughout  FY  86. 
(2)  (U)   CW2  James  E.  Ellett,  who  served  in  the  capa- 
of  Executive  Officer,  departed  on  15  Dec  86. 
(3)  (U)   On  31  Dec  86,  the  position  of  Executive 
Officer  was  reestablished  on  the  TDA.   Major  Richard  R.  Demers 
was  transferred  from  the  Directorate  of  Foreign  Liaison  to  assume 
this  position. 
(4)  (U)   In  Dec  85,  Melissa  Johnson  was  transferred 
to  the  Security  Division.   On  4  Nov  85,  Mrs.  Deena  Pinkney  was 
hired  to  replace  Crystal  Lee.   On  28  Jul  86,  Ms.  Sherry  Pollard 
was  hired  to  replace  Melissa  Johnson. 
b.  (U)   Security  Division. 
(1)   (U)   Key  personnel  incumbent  during  FY  86  were  as 
follows: 
(a)  (U)   Mr.  Frank  Dill,  Division  Chief  since  Jan  76, 
retired  on  4  Aug  86. 
(b)  (U)   Mr.  Joseph  C.  Pell,  Personnel  Security  Team 
Chief  since  1  Feb  77,  retired  on  31  Mar  86. 
(c)  (U)   Mr.  Walter  A.  Mestre,  Personnel  Security,  20 
Jun  82  -  present. 
(d)  (U)  Mr.  George  J.  Bromwell,  Security  Review,  21 
Jan  79  -  present. 
(e)  (U)   Ms.  Patricia  Shea,  Security  Review,  22  May  83 
-  present. 
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UNCLASSIFIED 
(f)  (U)   Ms.  Enza  Efting,  Security  Review,  24  Mar  85  - 
present . 
(g)  (U)   Mr.  Carl  L.  Bjorkman,  Information  Security,  9 
Mar  79  -  present. 
(h)   (U)   Ms.  Rene  T.  Davis-Harding,  Information 
Security,  22  Feb  83  -  present. 
(i)   (U)   Ms.  Claudia  Smith,  Sensitive  CompaTrtmented 
Information  Policy,  28  Jul  85  -  present. 
(j)   (U)   Mr.  James  D.  Passarelli,  Security  Awareness, 
Education  and  Training,  5  Nov  83-3  Sep  86. 
(2)   (U)   Mr.  Carl  Bjorkman  replaced  Mr.  Frank  Dill  as  Chief, 
Security  Division,  on  4  Aug  86.   Mr.  Fred  Wirth  moved  from  the 
SCI  Policy  section  to  the  Personnel  Security  section  on  1  Jun  86. 
Mr.  Wirth's  position  in  SCI  Policy  was  filled  by  Ms.  Claudia 
Smith  on  28  Jul  85.  Mr.  James  Seino  departed  the  FOIA/PA  team  on 
12  Sep  86.   Ms.  Rene  Davis-Harding  was  detailed  with  temporary 
promotion  to  GM  13  as  the  Information  Security  Team  Chief  from 
Jan  86  until  Aug  86.   She  was  promoted  as  the  incumbent  after  Mr. 
Bjorkman  assumed  the  Division  Chief  position.   Mr.  Passarelli 
transferred  to  the  Technology  Transfer  Division  on  3  Sep  86.   At 
the  end  of  FY  86,  four  Security  Specialist  positions  were  unfilled: 
Security  Education  and  Awareness  (GM  13) ,  FOIA/PA  Team  Chief  (GM 
13) ,  Information  Security  (GS  12) ,  and  SCI  Security  Policy  (GS 
12). 
c.   (U)   Counterintelligence  Operations  Division. 
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wmssmtD 
(1)   (U)   Key  personnel  incumbent  throughout  FY  86  were 
as  follows: 
(a)  (U)   Mr.  Ted  R.  Snediker,  Division  Chief,  5  Feb  84 
-  present. 
(b)  (U)   LTC  Peter  A.  vinett,  Chief,  CI  Operations 
Team,  28  Jun  82  -  present. 
(c)  (U)   LTC  John  V.  Lewin,  Chief,  Terrorism  Counter- 
action Team,  Jul  85  -  present. 
(d)  (U)   LTC  Paul  Pelletier,  Special  Operations,  24  May 
85  -  present. 
(e)  (U)   MAJ(P)  John  Freeman,  Chief,  Automation 
Security,  1  Aug  83  -  present. 
(f)  (U)   MAJ  Charles  Lanham,  Counter-SIGINT  Officer,  14 
Jun  85  -  present. 
(9)   (U)   SFC(P)  Robert  Greenwood,  Counter-SIGINT 
Officer,  15  Jun  82  -  present. 
(h)   (U)   Mr.  Robert  Singleton,  Intelligence  Oversight 
Officer,  6  Oct  85  -  present. 
(i)   (U)   Ms.  Udine  Coletta,  Budget  Analyst,  14  Feb  82  - 
present. 
(j)   (U)   Mrs.  Eernice  Boykin,  Automation 
Accreditations,  7  Feb  84  -  present. 
(k)   (U)   Mr.  Mark  Randol,  Terrorism  Counteraction,  13 
Nov  84  -  present. 
(2)   (U)   Key  personnel  changes  during  FY  86.   On  10  Feb 
86,  Mr.  Ronald  Fann  departed- as  the  Division  Chief  to  take  an 
3-5 
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UNCLASSIFIED 
intelligence  position  with  FEMA.   He  was  temporarily  replaced  by 
Mr.  Snediker  who  had  been  Chief  of  Special  Operations  Team  at  the 
time.   Mr.  Snediker  became  the  official  Chief  on  23  Mar  86. 
Howard  (Bud)  Leatherwood  was  hired  as  the  new  Chief  of  Special 
Operations  and  came  on  board  12  Apr  86.   Also  during  FY  86,  Mr. 
Edward  (Paul)  O'Connell,  Counterespionage  Staff  Officer,  departed 
1  Jan  86.   He  was  replaced  by  Mr.  Jay  Oakley  who  arrived  on  28 
Apr  86.   Mr.  Thomas  Howard,  Intelligence  Operations  Specialist, 
departed  on  4  Apr  86  and  was  replaced  by  Ms.  Nancy  Kassner  on  7 
Jul  86.   Mrs.  Mary  Taylor,  Automation  Security  Specialist, 
departed  on  31  Jan  86.   Mrs.  Doris  McEowen  assumed  the  GM-13 
Automation  Security  position  on  29  Dec  85.   Departing  without 
replacement,  as  yet,  were  Miss  Tina  Campbell,  Intelligence 
Specialist,  on  30  May  1986,  and  SFC  Jackie  Smith,  Terrorism 
Counteraction  Specialist,  on  27  Mar  86.   The  previously 
authorized  USAITAC  support  position,  Terrorism  Counteraction 
Staff  Officer,  was  filled  by  MAJ  Michael  Mazaleski  on  30  Apr  86. 
(3)   (U)   Organizational  Changes*   The  GS-334-12 
Automation  Specialist  position  was  abolished.   Terrorism 
Counteraction  was  split  out  from  the  CI  Operations  Team  to  become 
the  fourth  team  under  CI  Operations  Division, 
d.   (U)   Technology  Transfer  Division. 
(1)   (U)   Key  personnel  incumbent  during  FY  86  were  as 
follows: 
(a)   (U)   LTC(P)  James  R.  Robinson,  Division  Chief,  19 
Dec  84  -  present.  * 
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(b)  (U)   LTC  Brad  W.  Smith,  Technology  Control  Officer, 
5  Sep  85  -  present. 
(c)  (U)   LTC  Michael  D.  Humenik,  Foreign  Disclosure- 
Visits/Accreditations  Officer,  12  Jul  85  -  present. 
(d)  (U)   MAJ(P)  Michael  Readman,  Technology  Control 
Officer,  1  Nov  84  -  present. 
(e)  (U)   Mr.  James  D.  Passarelli,  Policy  and  Programs, 
3  Sep  86  -  present. 
(2)   (U)   Key  personnel  changes.   LTC  Gary  Myers - 
departed  the  division  on  9  Sep  86  for  reassignment  within  the 
military  intelligence  community.   He  was  replaced  by  LTC  Bradley 
W.  Smith  from  within  the  division.   LTC  Robert  Harding  departed 
the  division  in  Oct  85  for  assignment  with  the  Director  of  the 
Army  Staff.   Mr.  Fred  Mannke  departed  the  division  on  2  Aug  86 
for  assignment  with  the  Strategic  Defense  Initiative 
Organization.   He  was  replaced  by  Mr.  James  D.  Passarelli  from 
within  the  directorate.   Mr.  Ken  Raymer  departed  the  division  on 
20  Sep  86  and  was  replaced  by  MAJ  Readman  from  within  the 
division. 
3.   (U)   Narrative  of  Activities. 
a.   (U)   Director's  Activities.   During  FY  85,  COL  Gallo 
continued  his  efforts  to  expand  Army  CI  involvement  in  intelli- 
gence community  counterintelligence  efforts  through  active  par- 
ticipation in  national  and  DoD  CI  activities.   He  represented  the 
Army  as  principal  member  of  the  DCI's  Security  Committee,  the 
3-7 
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UNCLASSIFIED. 
Interagency  Group/Counterintelligence  chaired  by  FBI's  Judge 
Webster,  the  Interagency  Group  Countermeasures  (Policy)  chaired 
by  FBI's  Judge  Webster,  the  Interagency  Group  Countermeasures 
(Policy)  chaired  by  Mr.  Alderman,  DUSD(P) ,  the  Interagency  Group/ 
Countermeasures  (technical)  chaired  by  Mr.  Latham  DUSD  C  I,  the 
Defense  Counterintelligence  Board,  and  the  National  Industrial 
Security  Committee.   In  order  to  enhance  interface  with  CI  ele- 
ments in  the  field,  COL  Gallo  made  field  visits  to  Europe  (650th 
MI  Group,  USAREUR,  66th  MI  Group,  USCOB)  in  Nov  85,  and  the  U.S. 
Intelligence  Center  and  School  in  Apr  86.   He  also  spoke  at 
several  DoD  and  Army  conferences,  seminars,  and  training  courses, 
b.   (U)   Security  Division. 
(1)   (U)   Security  Review.   The  Security  Review  function, 
with  three  assigned  civilian  employees,  received  12,888  requests 
to  review  documents  for  security  classification  during  FY  86. 
84,406  pages  (an  increase  of  4,588  pages,  or  5.7%  over  FY  85) 
were  reviewed.   The  material  reviewed  included  documents  proposed 
for  release  to  Congress  (such  as  budget  justification  books, 
RDT&E  descriptive  summaries,  procurement  books,  statements, 
transcripts  of  testimony  by  DA  witnesses,  and  answers  to  specific 
questions  from  Congress)  and  material  proposed  for  public  release 
(book  and  dissertation  manuscripts,  speeches,  magazine  articles, 
and  proposed  release  from  industry),   in  addition,  advisory 
options  were  provided  concerning  documents  undergoing  declassifi- 
cation review  under  the  provisions  of  Executive  Order  12356. 
3-8 
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I  IMP'  ApC'r'rn 
The  Security  Review  personnel  also  assisted  DA  Staff  agencies  and 
other  Army  elements  in  the  development,  interpretation,  and 
application  of  security  classification  guidance. 
(2)   (U)   Freedom  of  Information  Act  (FOIA) ,  Privacy  Act 
(PA),  and  Litigation  (LIT). 
(a)  (U)   The  Freedom  of  Information  Act  (FOIA) ,  Privacy 
Act  (PA)  ,  and  Litigation  (Lit)  Teams  faced  a  most  chal-lenging 
year  in  all  areas  of  responsibility.   Significant  and  time  con- 
suming litigations;  the  unresolved,  and  recurring  issue  of  DA 
policy  on  release,  under  the  FOIA,  of  military  service  rosters; 
and  the  ongoing  investigation  of  NAZI  immigration  to  the  U.S.  by 
the  Department  of  Justice,  Office  of  Special  Investigations 
(OSI) ,  constituted  the  most  highly  visible  and  concentrated 
areas  of  the  teams'  FY  86  activities.   A  brief  summary  of  these 
and  other  items  of  interest  follows. 
(b)  (U)   FOIA.   Eight-four  (84)  FOIA  requests  and 
eighteen  (18)  FOIA  appeals  were  processed  in  FY  86.   As  indi- 
cated above,  the  most  significant  FOIA  issue  facing  the  team,  and 
for  that  matter,  the  DA,  is  Army  policy  on  classification  of  its 
military  personnel  roster.   The  DA  position,  that  its  roster  is 
classified,  is  at  odds  with  OSD  which  asserts  that  such  rosters 
should  not  be  classified.   OSD  bases  its  assertion  on  its  1984 
release  of  1.4  million  names  of  service  members  and  other  data,  to 
the  Reagan/Bush  Campaign  Committee,  and  on  the  earlier  court  case 
of  Hopkins  vs.  Navy  where  the  Navy  was  eventually  ordered  to 
release  the  names  and  other  data  about  all  Marines  stationed  at 
3-9 
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UNCLASSIFIED 
Quantico  Marine  Base.   Because,  the  FOIA/PA/Lit  Team  developed 
the  current  DA  policy,  it  is  accordingly  tasked  to  assist  the 
Army  General  Counsel  in  affirming  or  revising  this  policy  in 
light  of  OSD  opposition. 
(c)  (U)   PA.   Twenty-one  (21)  PA  requests  and  four  (4) 
PA  appeals  were  processed  in  FY  86.   Of  all  assigned  functional 
areas,  the  PA  saw  the  least  amount  of  activity.   Of  major  note, 
is  that  two  (2)  of  the  systems  of  records  which  the  team  currently 
manages  will  be  transferred  to  its  INSCOM  counterpart  in  response 
to  the  merging/consolidation  of  functions,  an  offshoot  of  the  15% 
across  the  board  reduction  faced  by  OACSI.  A  Memo  of  Understand- 
ing is  presently  being  drafted  by  the  team  to  facilitate  this 
action. 
(d)  (U)   Lit.   Litigation  cases  for  FY  86  in  which  the 
team  was  involved  were: 
U.S.  vs.  Michael  A.  Soussoudis 
U.S.  vs.  Alfred  S.  Walker 
U.S.  vs.  Leonard  H.  Berg 
U.S.  vs.  Ronald  W.  Pelton 
U.S.  vs.  Jerry  A.  Whitworth,  el  al. 
Orlikow,  et  al.  vs.  U.S. 
Washington  Post  vs.  U.S. 
U.S.  vs.  Bernard  Bowitz 
U.S.  vs.  Larry  Wu-Tai  Chin 
The  team  provided  material,  as  well  as  technical  and  administra- 
tive  assistance  to  the  OTJAG  in  the  Washington  Post  vs.  the 
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Department  of  the  Army  civil  complaint.   In  addition  to  retriev- 
ing intelligence  records  germane  to  the  complaint,  the  team  also 
advised  the  OTJAG  of  the  appropriate  ARSTAF  and  MACOM  elements  to 
be  queried,  and  resolved  a  stalmate  between  two  subordinate 
activities  regarding  the  proper  classification  authority. 
(e)   (U)   Mandatory  Declassification  Review  (MDR) .   Five 
(5)  MDR  requests  were  processed  and  one  (1)  MDR  appeal"  is 
currently  pending.   Of  note  is  the  MDR  request  of  retired  Major 
General  James  Dozier,  who  was  kidnaped  by  the  Red  Brigade 
Terrorist  organization,  requesting  a  MDR  of  his  debriefing 
records.   General  Dozier  was  provided  releasable  portions  of 
those  records.   The  remainder  were  determined  to  be  current  and 
properly  classified.   General  Dozier  subsequently  sent  a 
"thank-you"  letter  to  the  team  for  the  effort  involved  in  coor- 
dinating such  a  large  volume  of  records  with  various  members  of 
the  intelligence  community. 
(3)   (U)   Personnel  Security  Section. 
(a)  (U)   The  abolishment  of  the  DCI  Security  Committee 
(SECOM) .   Support  for  Personnel  Security  and  participation  in  the 
periodically  conducted  DCI  adjudicators  conference  continued 
through  the  Inter-agency  Group/Personnel  Security  and  DCI  Forum. 
(b)  (U)  Personnel  Security  policy  oversight  of  the 
U.S.  Army  Central  Personnel  Security  Clearance  Facility  (CCF) 
continued  as  an  ongoing  activity. 
(c)  (U)   During  the  fiscal  year  the  requirement  to  sub- 
mit  Periodic  Reinvestigations  (PR)  every  five  years  for 
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individuals  with  Top  Secret  security  clearances  was  reinstated 
Army-wide.   A  substantial  quota  came  from  the  Defense  Investigative 
Service.   Commanders  were  directed  to  clear-up  the  backlog  of  per- 
sons requiring  PRs  by  March  of  1987. 
(d)  (U)   During  FY  86,  continuing  efforts  were  made  to 
develop  and  refine  personnel  security  standards  for  Army  Special 
Access  Programs  (SAPs) .   DoD  has  not  imposed  such  standards  for 
SAPs;  however,  the  Vice  Chief  of  Staff  has  directed  that  a  number 
of  personal  restrictions  be  reviewed  for  personnel  involved  in 
sensitive  activities. 
(e)  (U)   Continued  to  act,  on  behalf  of  the  OACSI,  as 
the  appellant  authority  for  review  of  appeals  from  individuals 
who  had  security  clearances/SCI  access  denied  or  revoked  by  CCF. 
There  were  one  hundered  and  sixty-one  (161)  appeals  processed 
during  the  fiscal  year. 
(4)   (U)   Administrative  Information  Regarding  SCI 
Policy.   Ms.  Claudia  Smith,  who  held  the  second  SCI  Policy  posi- 
tion since  28  Jul  86,  did  not  begin  to  work  full-time  as  an  SCI 
Policy  specialist  until  May  86.   The  reason  for  the  delay  was 
her  detail  to  work  as  the  assistant  to  the  Director  of  Army 
Staff  who  was  the  Army  member  of  the  DoD  Security  Review 
Commission  (Stilwell  Commission) .   In  light  of  the  "year  of  the 
spy"  (1985) ,  the  Secretary  of  Defense  established  the  commission 
to  review  DoD  security  policies  and  procedures  and  to  make  recom- 
mendations for  improvement.   The  commission  met  from  Jun  85  until 
• 
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Oct  85  and  made  sixty-three  (63)  recommendations  for  improvement. 
As  of  the  end  of  FY  86 ,  the  Secretary  of  Defense  had  approved  for 
implementation  fifty-one  (51)  of  the  recommendations.  Ms.  Smith 
was  involved  in  the  Commission  activities  while  it  was  in  session 
and  also  in  Army  follow-up  actions,  briefings,  and  monitorship  of 
the  Commission's  recommendations. 
(5)   (U)   Sensitive  Compartmented  Information  Security 
Policy. 
(a)  (U)  AR  380-28,  Army  Special  Security  Officer  and 
Office  System  (Dec  77),  was  revised  in  1986.   Its  new  publication 
date  is  15  Apr  86  with  an  effective  date  of  15  May  86.   The 
revised  regulation  was  eagerly  anticipated  since  it  incorporated 
all  changes  made  necessary  when  the  U.S.  Army  Special  Security 
Group  was  resubordinated  in  1980  from  its  previous  position  as 
a  field  operating  agency  of  the  ACSI  to  a  major  subordinate  com- 
mand of  INSCOM. 
(b)  (U)  AR  380-38,  Department  of  the  Army  Privacy 
Communications -System,  was  published  on  15  Nov  85  with  an  effec- 
tive date  of  15  Dec  85.   AR  380-38  will  be  consolidated  with  AR 
105-31,  Record  Communications.   This  action  was  recommended  by 
USAISC  and  approved  by  the  Director  of  the  Army  Staff  prior  to 
publication.   The  decision  was  made  however,  that  due  to  delays 
in  publishing  regulations,  immediate  publication  of  AR  380-38 
was -necessary  because  guidance  was  needed.   Once  the  VCSA  directed 
that  consolidation  of  all  Army  regulations  be  considered,  this 
consolidation  action  was  expedited.   However,  as  FY  86  ended, 
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no  action  had  yet  been  taken  to  consolidate  due  to  a  delay  in 
obtaining  the  draft  revision  of  AR  105-31  from  the  proponent, 
OACSIM.   Once  the  draft  is  received,  AR  380-38  will  be  reviewed 
and  recommendations  made  to  OACSIM  on  how  best  to  consolidate. 
(c)  (U)   The  revision  of  AR  380-35,  which  will  supple- 
ment DoD  C-5105.21-M-1,  SCI  Security  Manual,  was  not  published  in 
FY  86  as  anticipated.   Due  to  personnel  shortages  throughout  the 
year,  the  one  SCI  policy  person  was  not  able  to  devote  sufficient 
time  to  publication  of  the  revised  regulation.   Current  status  of 
the  draft  is  that  it  has  been  to  TAGO  once  and  editorial  changes 
recommended.   One  subsequent  review  by  the  Special  Security  Group 
revealed  that  a  few  policy  questions  still  need  resolution.   As 
FY  86  ended,  it  appeared  that  the  regulation  just  needed  to  be 
retyped  and  a  few  policy  questions  answered  for  resubmission  to 
TAGO. 
(d)  (U)   The  SCI  doctrine  did  not  progress  as  fast  as 
anticipated.   The  subject  matter  expert  (SME)  assigned  to  USAICS 
at  Fort  Huachuca  in  July  1985  was  often  required  to  develop  and 
teach  the  SSO  training  course  at  USAICS  instead  of  developing  SCI 
doctrine.  As  a  result  of  this  situation,  HQ  TRADOC  initiated  a 
Special  Security  Officer  (SSO)  Operational  Concept  Action 
Officers  Workshop  at  Fort  Monroe  on  12-14  Aug  86.   Personnel 
representing  TRADOC,  USAICS,  CACDA,  INSCOM,  USASSG,  SIGCEN,  NSA, 
and  OACSI  developed  a  draft  operational  concept  for  "SCI  Security 
Operations."  This  is  a  change  from  the  previous  subject  "SSO 
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Operations."   CACDA  now  has  this  draft  and  will  formally  staff 
it  prior  to  granting  approval.   The  second  action  completed  by 
the  workshop  participants  was  development  of  an  outline  for  the 
operational  concept.   The  SME  and  a  co-worker  will  work  from  this 
outline  in  developing  the  operational  concept,  anticipated  to  be 
completed  in  draft  form  in  FY  87. 
(e)   (U)   In  Jul  86,  DIA  published  a  change  to  DoD 
C-S105. 21-M-l,  SCI  Security  Manual,  authorizing  delegaton  of 
SI/TK  billet  approval  authority  to  the  MACOM  level.   Prior  to 
this  policy  change,  approval  authority  was  at  the  military 
department  level,  with  U.S.  Army  Special  Security  Group  (SSG) 
responsible  for  this  function  for  the  Army.   Within  the  Army, 
delegation  of  approval  authority  is  the  responsibility  of  the 
ACSI.   The  ACSI  was  provided  a  package  which  recommended  that 
delegation  not  be  approved.   The  ACSI  agreed  with  this  recommen- 
dation.  Pros  and  cons  for  and  against  delegation  are  numerous, 
but  the  reason  that  delegation  was  not  recommended  to  the  ACSI  at 
this  time  was  that  SSG  assets  are  not  assigned  on  a  MACOM  basis. 
Delegation  would  have  meant  a  more  complex  system  of  approval, 
more  confusion,  and  much  crossing  of  command  lines.   Delegation 
also  would  have  taken  a  major  responsibility  away  from  SSG, 
further  eroding  its  authority,  originally  minimized  when  it 
became  a  subordinate  of  INSCOM  from  its  previous  position 
as  an  FOA  of  the  ACSI. 
(6)   (U)   Security  Awareness  and  Education  Program. 
During  FY  86,  OACSI's  security  education  program  manager 
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initiated  phase  2  of  the , oversight  program  to  upgrade  security 
education  programs  at  the  MACOM/ARSTAF  levels.   Three  O/I's  were 
completed.   The  remainder  of  the  O/I's  were  placed  in  abeyance 
because  the  PM  was  tasked  as  the  team  chief  for  the  security 
inspections  of  the  ARSTAF  directed  by  the  SECDEF  as  a  result  of 
a  Stilwell  Commission  recommendation.   This  was  a  full-time  com- 
mitment during  January  -  September  1986.   However,  significant 
progress  was  made  in  certain  security  awareness  areas  of  need: 
reached  agreement  with  the  Defense  Security  Institute  to  distri- 
bute their  Security  Awareness  Bulletin  directly  Army-wide, 
approximately  8,000  copies  per  issue,  at  no  cost  to  the  Army; 
reached  agreement  with  the  National  Security  Agency  to  distribute 
their  security  awareness  posters  to  participating  Army  agencies, 
approximately  2,500  posters  per  issue,  8  issues  per  year,  at  no 
cost  to  the  Army.   The  PM  continued  as  the  chairman  of  the  DCI's 
Security  Awareness  and  Education  Subcommittee,  planning  the 
third  annual,  week-long  Security  Educators'  seminar  at  the  FBI 
Academy,  Quantico,  VA. 
c.   (U)   CI  Operations  Division. 
(1)   (U)   Oversight.   In  Jun  85  the  position  of 
Intelligence  Oversight  Officer  was  filled,  and  shortly  thereafter 
the  OACSI  involvement  with  the  YELLOW  FRUIT  (U)  investigation  was 
terminated.   This  permitted  the  Intelligence  Oversight  Officer  to 
direct  full-time  attention  to  the  oversight  program  as  outlined 
in  AR  381-10.   with  the  cooperation  of  the  DAIG,  Army  General 
Counsel,  and  the  Assistant  to  the  Secretary  of  Defense  for 
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Intelligence  Oversight  (ATSD-IO) ,  specific  roles  were  clarified 
and  the  ACSI  Intelligence  Oversight  Officer's  title  was  changed 
to  the  Intelligence  Oversight  Assistance  Officer  (IOAO).   This 
title  changed  the  thrust  of  the  position  from  one  of  inspection 
to  one  of  assistance,  focusing  on  education  and  operational 
review  to  preclude  the  commission  of  questionable  activities.   In 
this  role,  the  IOAO  initiated  a  series  of  oversight  assistance 
visits  to  Army  intelligence  components  worldwide,  ensuring  aware- 
ness of  and  compliance  with  the  obligation  that  all  personnel  and 
operations  be  in  accordance  with  AR  381-10.   The  IOAO  role  as  the 
collator  for  all  intelligence  component  reporting  of  oversight 
activities  on  a  quarterly  basis  was  formalized  and  strengthened, 
ensuring  that  the  reports  forwarded  by  the  DAIG  and  the  General 
Counsel  contained  the  viewpoint  of  the  Senior  Intelligence 
Officer  of  the  Army. 
(2)  (U)   Battlefield  Deception.   1  May  86,  the  Second 
Deception  Program  Review,  mandated  by  CSA,  was  held.   Principals 
were:   DCSOPS  (Chairman),  DCSRDA,  ACSI,  DCG  AMC,  and  CG  CAC. 
Purpose  was  to  assess  status  of  tactical  deception  in  the  Army 
and  map  out  a  plan  for  the  future.   On  6  Jan  86,  proponency  for 
battlefield  deception  was  transferred  from  the  Combined  Arms 
Center  to  USAICS.   Major  progress  was  made  in  intelligence  pro- 
duction in  support  of  battlefield  deception. 
(3)  (U)  Program  and  Budget.  During  Feb/Mar  86  and 
Jun/Jul  86,  CI  data  for  the  update  to  the  Counterintelligence 
Resource  Allocation  Model  (CIRAM)  was  collected  in  Europe,  and 
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the  Far  East.   In  Aug  86,  update  and  revalidation  of  the  model 
was  completed  and  all  CIRAM  software  and  user  manuals  were  deli- 
vered by  the  Orkand  Corporation  to  the  Army.   After  a  series  of 
briefings  and  demonstrations,  CIRAM  was  delivered  to  INSCOM  for 
implementation  on  23  Sep  86. 
(4)   (U)   Terrorism  Counteraction. 
(a)  (U)   With  the  continued  threat  of  worldwide 
terrorism,  numerous  threat  briefings  were  provided  to  GO/SES 
level  DA  personnel  including  a  special  briefing  to  the  Secretary 
of  the  Army  on  the  terrorism  threat  in  the  U.S. 
(b)  (U)   The  eight  OACSI  action  items  for  the  1983  VCSA 
directed  FAA  on  terrorism  were  satisfactorily  completed.   The 
entire  FAA  has  now  been  completed. 
(c)  (U)   A  Terrorism  Counteraction  Staff  Officer  con- 
tinued to  represent  the  ACSI  on  the  Army's  Antiterrorism  Task 
Force  (ATTF) .   The  ATTF  handled  a  number  of  terrorism  policy 
issues,  including  the  upgrade  of  security  at  JTF-B  in  Honduras, 
and  at  various  locations  within  USAREUR.   The  Terrorism  Team  also 
provided  intelligence  support  to  the  Antiterrorism  Operations  and 
Intelligence  Cell  (ATOIC) . 
(d)  (U)   The  9C01st  Military  Intelligence  Detachment,  a 
USAR  unit  with  an  antiterrorism  mission,  supported  the  Army's 
terrorism  counteraction  program  with  several  special  projects. 
These  included  training  of  NG  and  USAR  members,  special  analytic 
assistance  to  the  ATOIC,  and  an  in-depth  study  of  antiterrorism 
intelligence  needs  of  the  USACIDC. 
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(e)   (U)   An  Antiterrorism  Operations  and  Intelligence 
Cell  (ATOIC)  was  created  in  March  to  provide  24-hour  anti- 
terrorism support  to  the  Army  Operations  Center  (AOC) .   Initially 
the  ATOIC  was  manned  by  DAMI-CIC  personnel.   In  May,  the  function 
was  transferred  to  DAMI-FIC.   SFC  Smith  was  transferred  to 
DAMI-FIC  as  the  permanent  member  of  ATOIC. 
(5)   (U)   Special  Operations. 
(a)   (U)   The  hostile  intelligence  threat  achieved 
greater  visibility  due  to  publicity  surrounding  a  rash  of 
espionage  arrests  and  trials  during  FY  85  and  FY  86.   This  expo- 
sure resulted  in  significant  emphasis  at  all  levels  of  the  U.S. 
Government  on  improving  counterespionage.   To  perfect  Army  coun- 
terespionage, this  office  promulgated  policy  concerning  an 
holistic  approach  to  this  issue,  that  is  to  say,  bringing  the 
traditionally  separate  pieces  of  counterespionage  together  to 
create  a  mutually  supportive  program.   Central  control  of  all 
significant  espionage  investigations  was  established  within  the 
Army.   This  responsibility  was  delegated  to  INSCOM,  who 
designated  the  U.S.  Army  Foreign  Counterintelligence  Activity 
(FCA)  as  the  Department  of  the  Army  Central  Control  Office.   To 
further  bring  the  separate  disciplines  of  security  awareness, 
investigations,  and  offensive  operations  together,  plans  were 
made  for  revising  Army  Regulation  AR  318-47,  Offensive  CI 
Operations  (OFCO) ,  into  an  AR  which  establishes  policy  for  all 
facets  of  counterespionage,  to  include  Subversion  and  Espionage 
Directed  Against  the  U.S.  Army  (SAEDA)  investigations,  espionage 
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-«ewr 
investigations,  OFCO,  and  special  projects 
will  be  titled  U.S.  Army  Counterespionage. 
(b)  (*j 
The  new  AR  381-47 
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(c)  (U)   The  Director,  CI,  and  Investigative  Programs, 
Office  of  the  Deputy  Under  Secretary  of  Defense  for  Policy, 
published  DoD  Directive  5240.6,  Counterintelligence  Awareness  and 
Briefing  Program,  and  DoD  Instructions  concerning  the  administra- 
tion of  OFCO.   This  office  participated  in  the  development  of 
these  regulatory  documents.  To  implement  these  documents,  this 
office  has  begun  revision  to  AR  381-12,  SAEDA,  and  to  incorporate 
policy  established  in  the  DoD  Instructions  into  the  new  AR 
381-47. 
(d)  4C/HP» 
<IC1 
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activities. 
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(e)   (U)   This  office  remained  responsible  for  pro- 
mulgating Army  counterespionage  policy,  assessing  counter- 
espionage investigations  and  operations,  and  keeping  the  Army 
and  national  leadership  apprised  of  significant  developments  in 
counterespionage  activities.   During  the  year,  we  provided  OFCO 
update  briefings  to  the  Secretary  of  the  Army  and  Chief  of  Staff, 
Army,  in  response  to  the  heightened  interest  of  the  leadership  in 
these  activities. 
(6)   (U)   Counter-SIGINT  (C-SIGINT) . 
(a)  (U)  The  C-SIGINT  element  of  the  CI  Operations 
Team,  while  acting  as  the  JCS  Executive  Agent  for  COMSEC  monitor- 
ing support  to  the  U&S  Commands,  has  been  responsible  for 
directing  Army,  Air  Force,  and  Navy  monitoring  missions.  During 
FY  86,  over  20  separate  exercise  missions  were  coordinated  in 
support  of  the  JCS  Staff,  COMJSOC,  CINCRED  and  CINCCENT. 
Programming  for  FY  87  and  long  range  forecasting  for  FY  88-89 
were  also  completed  in  September  1986. 
(b)  (U)   More  than  one-half  work  year,  of  effort,  was 
devoted  to  damage  assessment  of  major  espionage  cases  of  FY  86. 
1   frS/KE) 
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or  the  subject  of  your  request. 
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[  f   Documents  originated  with  another/other  Government  agency(ies).  These 
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c   (U)   CI  provided  input  to  and  guidance  on  two  person 
integrity  for  TOP  SECRET  key.   CIC  emphasized,  by  message,  that 
the  two  person  integrity  rules  published  in  DoD  5200. 1-R  apply 
to  CRYPTO  material.   Coordination  continues  on  other  recommen- 
dations of  the  Stilwell  Commission. 
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(c)   (U)   The  C-SIGINT  element  published  an  immediate 
interim  change  to  AR  530-4  on  31  Jan  86.   The  effect  of  this 
change  was  to  save  scarce  program  funds  previously  spent  on 
TEMPEST  without  consideration  for  sensitivity  of  information  or 
other  control  techniques. 
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(d)  (U)   The  CI-OPS  Team  also  represented  DA  on  several 
national  level  subcommittees:   Countermeasures  Advisory  Panel 
(CAP),  the  TEMPEST  subcommittee  under  the  NTISSIC,  Technical 
Countermeasures  Committee  (TCC) ,  the  COMSEC,  COMPUSEC,  and 
TEMPEST  subcommittee  under  the  IG/CM(T). 
(e)  (U)   CI  OPS  Team  continued  to  emphasize  changes  to 
TEMPEST  guidance  in  order  to  bring  the  policy  in  line  with  the 
threat.   The  Stilwell  Commission  report  and  a  GAO  report 
(GAO/NSIAD-86-132)  emphasized  the  need  to  enforce  reduced 
TEMPEST  resource  allocations  to  permit  reallocation  of  the 
savings  to  security  programs  focusing  on  areas  of  higher  threat. 
A  letter,  subject:   TEMPEST  Guidelines  for  Program  Managers, 
dated  22  Aug  86,  was  signed  jointly  by  the  ACSI  and  the  Assistant 
Chief  of  Staff  for  Information  Management  (ACSIM)  to  emphasize 
the  new  TEMPEST  guidelines  to  systems  development.   The  Interim 
Change  to  AR  530-4  focused  on  applying  the  guidelines  to 
facilities. 
(f)  (U)   A  major  effort  to  consolidate  information 
systems  security  policy  and  procedural  documents  began.   In  coor- 
dination with  ACSIM,  a  new  UPDATE  handbook  is  being  created  con- 
taining all  applicable  policy  and  procedures.  CI  is  responsible 
for  the  consolidated  AR  and  a  classified  supplement.  OACSIM  is 
responsible  for  drafting  a  procedural  DA  Pamphlet  which  will  be 
included  in  the  UPDATE  publication.  Estimated  completion  date  is 
August  1987. 
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(6)  (U)   Technical  Surveillance  Countermeasures  (TSCM) 
and  Intelligence  Property  Book. 
(a)  (U)   Army  Regulation  AR  381-143  was  published  on  11 
Apr  86.   It  contains  logistics  policy  and  procedures  for  intelli- 
gence property.   Past  inspection  experience  reflected  that  pro- 
perty accountability  had  been  poor,  necessitating  an  ACSI  letter 
to  all  MACOMs  requesting  their  command  emphasis.   The  "new  regula- 
tion and  its  ICRC  should  dramatically  improve  intelligence 
property  management  and  accountability. 
(b)  (U)   The  TSCM  AO  represented  Army  on  the  TSCM 
Subcommittee  under  the  former  SECOM,  now  the  IG/CM(P) . 
(7)  (U)   General  Activities. 
(a)  (U)   FY  86  saw  the  initiation  and  completion  of  all 
required  Internal  Control  Review  Checklists  (ICRC)  (Army's  Fraud 
Waste  and  Abuse  Program)  for  Army  Regulations:   AR  380-40,  AR 
380-143,  and  AR  530-4.   A  fourth  regulation  (AR  530-3)  was  re- 
evaluated and  determined  not  to  require  a  checklist. 
(b)  (U)   Significant  contributions  were  made  to  the 
Securing  Functional  Area  of  the  Army  Intelligence  Management  Plan 
(AIMP) .   Key  inputs  were  in  support  of  terrorism  counteraction, 
technology  transfer,  special  access  program  support  and  C-SIGINT 
equipment  and  training.   To  go  along  with  the  AIMP,  significant 
comments  were  made  to  The  Army  Plan  (TAP)  and  the  Defense  Wide 
Intelligence  Plan  (DWIP) .  Emphasis  was  placed  on  friendly 
collection  for  purposes  of  profile  development  and  vulnerability 
assessment. 
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d.   (TJ)   Technology  Transfer  Division. 
(1)  (U)   Throughout  1986,  the  mission  of  the  Technology 
Transfer  (T2)  Division  continued  to  expand  in  scope  and  respon- 
sibility.  Several  key  developments  were  noteworthy:   The 
National  Disclosure  Policy  (NDP)  team  increased  their  exposure 
within  the  ARSTAF  and  disclosure  community  concerning  issues  of 
national  importance.   An  automation  architecture  for  the  division 
was  implemented  with  the  office  receiving  five  IBM-XT  computers 
and  one  printer.   An  on-line  link  with  the  Foreign  Disclosure 
Technical  Information  (FORDTIS)  was  established  via  one  of  the 
computers.   The  T2  Policy  Team  increased  their  participation 
within  the  Army's  decision  making  process  on  international 
technology  sharing  issues. 
(2)  (U)   Operationally,  the  T2  Division  (Policy  Branch) 
in  1986  saw  intense  involvement  arbitrating  technology  sharing 
issues,  drafting  and  coordinating  the  new  regulations,  AR  70-1 
and  380-XX,  and  working  with  the  office  of  the  Under  Secretary 
of  Army  on  General  Security  of  Military  Information  Agreements 
(GSOMIA) .   The  division  continued  to  chair  the  quadripartite 
security  working  group  for  the  internal  consortium  developing 
the  multiple  launch  rocket  system  (MLRS) ,  including  attendace 
at  a  Paris,  France,  quarterly  review  conference.   A  data  base 
was  created  to  organize  and  track  the  multi-agency  staffing 
of  the  critical  technologies  technical  weapons  assessments 
received  from  the  Army  Materiel  Command.   A  mission  unique  T2 
threat  briefing  was  also  written. 
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(3)  (U)   The  T2  Foreign  Di sclosure-Visi ts/Accred iat ions 
team  undertook  an  Under  Secretary  of  the  Army  tasking  to  evaluate 
the  U.S.  Foreign  Liaison  Officer  (FLO)  program  and  establish  a 
governing  policy.   This  intense  effort  affected  the  workings  of 
the  U.S.  Army  FLO  program  worldwide. 
(4)  (U)   Several  Key  indicators  of  the  T2  workload 
during  1986  are  listed  below: 
--  Processed  35  exceptions  to  the  National  Disclosure 
Policy. 
—  Reviewed  298  munitions  cases  (export  license  requests) . 
--  Processed  1.674  documents  requests  from  foreign 
governments . 
--  Processed  13,200  visit  requests  from  foreign  governments. 
—  Approved  620  accrediations  of  foreign  officers  to  U.S. 
activities . 
--  Staffed  16  technical  assessments  on  Army  major  systems. 
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SECTION  4 
Directorate  of  Foreign  Intelligence 
1.   (U)   Foreign  Intelligence  Division. 
a. 
(U)   Key  personnel.   (Assigned  Position/Departed  Position) 
(1)   (U)   Senior  Desk  Officer,  Soviet/East  European  Team: 
LTC  Richard  S.  Kosevich 
LTC  Dennis  K.  Morris 
LTC  Michael  P.  Peters 
/Aug  85 
Aug  85/Apr  86 
Apr  86/ 
(2)   (U)   Senior  Desk  Officer,  West/East  Team: 
COL  Lee  H.  H.  Smith 
LTC  Donald  A.  Dubay 
/Sep  86 
Sep  86/ 
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or  the  subject  of  your  request. 
|  |    Information  pertained  only  to  a  third  party.  Your  name  is  listed  in 
the  title  only. 
j |   Documents  originated  with  another/other  Government  agency (ies).  These 
documents  were  referred  to  that/those  agency (ies)  for  review  and 
direct  response  to  you. 
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advised  as  to  the  releasability  of  this  information  following  our 
consultation  with  the  other  agency. 
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2.   (U)   Threat  Intelligence  Division. 
a.   (U)   Exploitation  and  Applications  Branch. 
(1)  (U)   The  Exploitation  and  Applications  Branch  (E&A) 
continued  to  support  the  major  Army  analysis  organizations  -- 
TRADOC  and  the  Concepts  Analysis  Agency  —  during  FY  86.   With 
the  integration  of  the  Branch  into  the  Threat  Intelligence 
Division,  an  evolution  of  missions  and  functions  in  the  threat 
support  process  occurred  during  this  time. 
(2)  (U)   In  November-December  1985,  E&A  Branch  person- 
nel chaired  a  DFI  task  force  charged  with  defining  functions  and 
responsibilities  between  OACSI  and  the  Army  Intelligence  Agency 
for  threat  support  to  Army  studies  and  analyses,  to  include  the 
development  of  base  case  scenarios  (operational  concepts)  and 
model  review  and  validation.   This  culminated  in  a  December  1985 
decision  brief  to  the  ACSI  and  a  policy  message  to  TRADOC  and 
AMC  delineating  the  functions  and  responsibilities  of  Branch 
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action  officers  in  the  threat  support  process.   Threat  Integra- 
tion Staff  Officers  were  established  with  responsibility  to  orga- 
nize and  chair  Threat  Coordinating  Groups  for  studies,  models, 
and  scenarios. 
(3)   (U)   Major  projects  supported  include  the  Airland 
Battle  Conventional  Defense  Enhancement  Study,  the  development  of 
TRADOC's  Europe  VI  standard  scenario,  and  review  of  the  Vector- 
in-Command  Model.   Threat  support  and  participation  continued  to 
JCS  Total  Force  Capability  Assessment  (TFCA) ,  numerous  PPBES  stu- 
dies (OMNIBUS,  TAA,  etc.),  nuclear  requirement  studies,  and 
review  of  numerous  Army  and  national  community  intelligence  docu- 
ments.  A  major  milestone  was  reached  in  December  1985  with 
publication  of  the  OACSI  Base  Case  Scenario  for  the  Western  TVD, 
1986-199X  in  the  Soviet  Battlefield  Development  Plan.   This 
theater  operational  concept  presented  a  radical  new  assessment 
for  use  in  Army  studies  and  analyses.   It  served  as  the  basis  for 
threat  development  in  TRADOC's  Europe  VI  Standard  Scenario  and 
for  use  at  Concepts  Analysis  Agency  for  Army  PPBES  studies, 
b.   (U)   Scientific  and  Technical  Intelligence  Branch. 
(1)   (U)   In  addition  to  foreign  scientific  and  tech- 
nical intelligence  and  threat  support  to  the  Army  Staff,  the 
Secretariat,  and  Congress,  the  members  of  the  S&T  Branch  par- 
ticipated in  a  number  of  Threat  Coordinating  Groups  (TCG)  ,  served 
as  the  alternate  Army  representative  to  the  Weapon  and  Space 
Systems  Intelligence  Committee  (WSSIC) ,  served  as  members  of 
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several  subcommittees  of  the  WSSIC,  participated  in  three  inter- 
national forums,  (Senior  National  Representatives,  -Allied  Land 
Warfare  Technical  Intelligence  Conference,  and  the  US/UK  Chemical 
Warfare  Intelligence  Exchange),  served  as  a  member  of  the  Joint 
Atomic  Energy  Intelligence  Committee,  and  as  a  member  of  national 
level  intelligence  collection/analysis  committee  on  Soviet  tank 
development . 
(2)  (U)   S&T  Branch  members  conducted  technical  reviews 
of  several  National  Intelligence  Estimates  (NIE)  and  served  as 
members  of  numerous  Study  Advisory  Groups  (SAG).   Branch  members 
prepared  and  delivered  numerous  technical  briefings  to  the 
Secretary  of  the  Army,  the  Under  Secretary  of  the  Army,  the  Chief 
and  Vice  Chief  of  Staff  of  the  Army,  and  to  a  wide  range  of  Army 
Staff  principals. 
(3)  (U)   S&T  Branch  members  contributed  to  the  threat 
data  book  for  the  Deputy  Chief  of  Staff  for  Research,  Development, 
and  Acquisition  (DCSRDA) .   All  functional  areas  (armor,  infantry, 
artillery,  chemical  and  biological,  missiles,  aviation,  and  tech- 
nology transfer)  were  addressed.   The  book  is  prepared  annually 
for  the  DCSRDA  in  support  of  his  preparation  for  the  House  Armed 
Services  Committee,  House  Appropriations  Committee,  Senate  Armed 
Services  Committee,  and  the  Senate  Appropriations  Committee  pro- 
curement hearings  each  year. 
(4)  (U)   The  S&T  Branch  was  a  key  player  and  coor- 
dinator for  the  US/UK  Armor  Conference  (at  CIA)  and  the  follow- 
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on  Senior  National  Representative  (SNR)  conference  (at  Aberdeen 
Proving  Ground)  during  FY  86-   Several  important  issues  were 
discussed  and  resolved,  although  disagreements  continue  to  exist 
over  design  specifics  of  the  Future  Soviet  Tank  (FST). 
(5)  (U)   S&T  Branch  personnel  prepared,  coordinated, 
and  presented  a  lengthy  report  on  the  fixed  and  rotary  wing 
threat  to  the  forward  area  for  the  Army's  Air  Defense  Symposium. 
It  provideda  necessary  and  critical  baseline  threat  assessment  to 
key  Army  Staff  and  major  command  players,  as  well  as  U.S.  defense 
industry  representatives  and  representatives  of  twelve  foreign 
nations.   Additionally,  the  S&T  Branch  provided  the  chairperson 
and  central  coordination  element  for  the  Senior  National 
Representative's  Helicopter  Threat  Working  Group  meetings  in 
France  and  the  U.S. 
(6)  (U)   In  the  chemical  and  biological  warfare  (C/BW) 
arena,  S&T  Branch  personnel  were  instrumental  in  guiding  several 
smoke  and  obscurants  actions  affecting  a  wide  range  of  Army 
weapons  systems  development,  testing,  and  deployment.   Also, 
significant  progress  was  made  toward  final  coordination  and 
publication  of  a  baseline  BW  threat  assessment  for  use  by  the 
Army's  materiel  and  combat  development  communities.   The  branch 
also  provided  the  ARSTAF  coordinator  for  a  major  Army  Science 
Board  effort  on  Chemical  and  Biological  Warfare  Intelligence, 
which  was  sponsored  by  the  Deputy  Under  Secretary  of  the  Army. 
Several  work  sessions  were  held  during  the  year  at  a  variety  of 
locations  throughout  the  U.S. 
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(7)  (U)   During  FY  86,  the  Division's  Science  Advisor 
began  the  initial  formation,  coordination,  and  planning  for  Threat 
Coordination  Groups  in  two  areas  of  fast  rising  interest  to  the 
Army's  combat  and  materiel  developers:   countermeasures/counter- 
countermeasures,  and  directed  energy  weapons. 
(8)  (U)   The  branch  also  saw  a  substantial  increase  in 
its  support  to  space  related  intelligence,  including  key  input  to 
the  National  HUMINT  Collection  Plan  for  Space,  and  to  Army 
contributions  to  DoD's  Strategic  Defense  Initiative  Office  (SDIO) 
activities.   Several  committee  contributions  by  S&T  Branch  per- 
sonnel to  the  Director,  Central  Intelligence's  Critical 
Intelligence  Problems  Committee  (CIPC) ,  were  of  particular 
interest  at  the  national  level. 
(9)  (U)   The  S&T  Branch  also  took  the  lead  in  writing, 
coordinating,  and  publishing  several  publications  on  the 
Soviet  radioelectronic  communications  threat  and  Soviet  heliborne 
electronic  warfare  systems.   The  work  clearly  laid  out  for  the 
Army's  users  the  important  effects  and  trends  that  will  criti- 
cally affect  the  Army's  communications  and  electronic  warfare 
systems  development  and  acquisition  process.   The  work  was  sub- 
sequently published  by  DIA  for  use  throughout  DoD. 
c.   (U)   Threat  Integration  Branch. 
(1)   (U)   Throughout  the  year  the  efforts  of  the  five 
Threat  Integration  Staff  Officers  (TISO)  assigned  to  the  branch 
concentrated  on  increasing  OACSI  participation  in  the  research, 
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development,  and  acquisition  process.   They  accomplished  proac- 
tive coordination  of  all  facets  of  threat  support  to  the  U.S. 
Army  Training  and  Doctrine  Command  mission  areas  and  the  forty 
Major  and  Designated  Acquisition  Programs  governed  by  the  Army 
Systems  Acquisition  Review  Council  and  the  DoD  Joint  Resource 
Management  Board. 
(2)   (U)   The  All  Source  Analysis  System  (ASAS),  Joint 
Surveillance  Target  Attack  Radar  (JSTARS),  Army  Helicopter 
Improvement  Program  (AHIP),  Light  Helicopter  Family  (LHX), 
Remotely  Piloted  Vehicle  (RPV) ,  Army  Tactical  Missile  System 
(ATAMS),  and  the  155mm  Howitzer  Improvement  Program  (155HIP) 
required  intensive  threat  coordination  efforts  to  support 
milestone  decision  reviews  and  numerous  in-process  reviews  con- 
ducted both  at  the  major  command  and  the  HQDA  level.   Primary  work 
was  accomplished  through  the  use  of  established  or  newly  formed 
Threat  Coordinating  Groups  (TCGs  chaired  by  the  OACSI  TISO 
responsible  for  their  respective  system  or  program).   The  TCGs 
acted  as  the  integrating  body  between  the  combat  developer 
(TRADOC  and  AMC)  and  the  intelligence  community  to  coordinate  the 
provision  of  timely,  consistent  and  accurate  intelligence 
throughout  the  life  cycle  process.   The  Fire  Support  TISO  was 
also  involved  in  the  development  of  the  Deep  Battle  Systems  Cost 
and  Operational  Effectiveness  Analysis  of  end-to-end  systems  of 
fires,  sensors,  communications  and  intelligence.   This  effort 
will  result  in  long  term  efforts  requiring  detailed  scenario 
data,  parametric  data  of  near-, 'mid-,  and  far-term  Soviet  systems 
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and  the  assessments  which  will  result  in  decisions  on  what  system 
to  develop. 
(3)   (U)   Based  upon  the  OSD  decision  to  cancel  the 
Division  Air  Defense  Gun  system  (DIVAD)  in  August  1985,  the  CSA 
directed  the  formation  of  a  working  group  to  address  the  forward 
area  air  defense  needs  of  the  Army.  The  working  group  was  to 
report  on  the  recommended  alternatives  of  systems  that  should  be 
fielded.   The  Air  Defense  TISO  was  required  to  prepare  and  pre- 
sent several  short  notice,  detailed  threat  briefings  to  the 
senior  Army  leadership  over  the  period  of  June-September  1986. 
A  FAAD  TCG  with  membership  from  the  Army,  DIA,  and  the  Air  Force 
was  formed  for  the  purpose  of  developing  the  definitive  air 
threat  to  deployed  Army  divisions.  The  document  was  developed  in 
a  very  short  period  of  time  with  the  assistance  of  the  TCG  and 
the  Army  Intelligence  Agency  as  the  primary  producer.   The  FAAD 
Threat  document  was  reviewed  and  validated  by  the  DIA  and  the 
USAF  in  direct  response  to  the  VCSA  tasking.   A  validated 
threat  was  produced  and  disseminated  to  the  field  as  the  threat 
support  document  for  the  development  of  Army  Air  Defense  System. 
(4)   (U)   The  establishment  of  the  first  Intelligence 
Electronic  Warfare  Mission  Area  Threat  Coordinating  Group  in  June 
1986  brought  together  for  the  first  time  over  twenty  different 
organizations  concerned  with  this  mission  area.   These  were  pri- 
marily from  TRADOC  and  AMC.   The  keynote  address  was  presented  by 
BG  Harman,  the  Project  Manager  for  Joint  Tactical  Fusion/All 
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Source  Analysis  System.   The  meeting  resulted  in  the.  development 
and  recognition  of  the  requirement  for  the  OACSI  TISO  to  chair 
these  meetings  on  a  recurring  basis. 
3.   (U)   Current  Intelligence  Division, 
a.   (U)   Organizational  changes. 
(1)   (U)   The  major  formal  change  which  occurred  in  FY 
86  was  the  establishment  of  an  Indications  and  Warning  (I&W) 
Branch  in  the  Army  Operations  Center.   Core  for  this  new  element 
was  the  existing  OACSI  Watch  Office  {5  off,  5  EM),  which  retained 
its  form  and  I&W  functions,  less  terrorism.   With  ACSI  approval, 
the  Foreign  Intelligence  Directorate  established  an  antiterrorism 
element  in  the  AOC  to  complement  efforts  by  ODCSOPS  to  track 
terrorism.   An  ODCSOPS  C-5  slot  was  given  up  to  OACSI  and  filled 
by  OACSI  with  an  MI  Lieutenant  Colonel;  additionally,  an  officer 
(0-2),  and  one  NCO  were  detailed  to  OACSI  by  ITAC  to  round  out 
what  came  to  be  called  the  Antiterrorism  Intelligence  and 
Operations  Cell  (ATOIC) .   Additionally,  OACSI's  TDA  was  changed 
to  incorporate  responsibility  for  the  Army's  representative  to 
the  National  Military  Intelligence  Center  (NMIC)  and  the  Army's 
representative  to  the  Strategic  Warning  System  in  DIA.   As  the 
fiscal  year  ended,  these  various  I&W  Branch  elements  were  in 
place  and  integrating  their  operations  into  the  Foreign 
Intelligence  Directorate  under  Current  Intelligence  Division 
supervision. 
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(2)  (U)   Of  lesser  magnitude,  the  retirement  or  the 
incumbent  GS-12  Visual  Information  Supervisor  in  May  1986 
necessitated  a  reclassification  action  to  downgrade  this  position, 
because  of  the  Graphics  Section's  size  (three  personnel).   The 
reclassification  action  was  completed  (to  GS-11)  and  the  job  was 
in  the  process  of  being  advertised  as  FY  86  ended. 
(3)  (U)   Finally,  the  idea  of  merging  the  current 
Intelligence  Division  with  the  Foreign  Intelligence  (DAMI-FII), 
shelved  by  the  ACSI  in  FY  84  (q.v.),  was  resurrected  as  the 
fiscal  year  drew  to  a  close.   A  contemplated  OACSI  reorganization 
(see  below)  suggested  the  merger,  as  well  as  the  possibility  of 
all  Foreign  Intelligence  Directorate  functions  being  transferred 
to  the  Army  Intelligence  Agency.   These  and  other  structural 
adjustments  were  under  active  scrutiny  at  the  end  of  FY  86. 
b.   (U)   Key  personnel. 
(1)  (U)   COL  Dwight  W.  Beach  served  as  division  chief 
during  the  entire  fiscal  year. 
(2)  (U)   Other. 
(a)   (U)   Personnel  shortages  remained  the  most  vexing 
division  problem  throughout  the  fiscal  year.   A  MILPERCEN  deci- 
sion (over  written  DAMI-ZB  objection)  that  the  division's  only 
Middle  East  analyst  should  attend  C&GSC  a  year  ahead  of  schedule 
resulted  in  this  position  being  vacant  for  the  4th  Qtr  FY  86, 
with  no  prospect  for  a  replacement  being  on  board  before  the 
beginning  of  2d  Qtr  FY  87.   This  required  ad  hoc  regional 
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coverage  in  order  for  the  division  to  remain  abreast  of  events, 
and  necessitated  several  temporary  adjustments  in  manning  the 
division  and  within  the  I&W  Branch. 
(b)  (U)   A  proposed  decrement  in  the  IOD  was  announced 
in  which  the  division,  by  attrition,  would  go  from  nine  (ten 
counting  the  division  chief's  position)  to  five  Foreign  Area 
Officer  analytical  positions  by  the  end  of  FY  87.   As  FY  86  ended, 
a  request  for  exemption,  signed  by  the  ACSI,  had  been  forwarded 
to  VCSA. 
(c)  (U)   Also  pending,  at  the  end  of  FY  86,  was  the 
OACSI  Personnel  Space  Reduction  Plan  and  Future  Study,  which 
sought  to  prepare  for  a  15  percent  personnel  cut  by  1988,  as  well 
as  project  what  the  OACSI  Staff  should  look  like  over  the  next 
3-5  years.   This  reorganization,  together  with  the  aforementioned 
IOD  decrement,  clearly  called  into  question  the  division's  con- 
tinued existence  as  presently  configured.   Neither  reduction,  if 
implemented,  would  permit  the  division  to  satisfactorily 
accomplish  its  current  intelligence  production  and  I&W  missions. 
(d)  (U)   On  a  positive  note,  FY  86  saw  two  important 
personnel  advancements: 
1   (U)   The  recently  civilianized  editor  position  was 
strengthened  through  the  elaboration  of  major  job  elements  that 
made  the  incumbent  responsible  for  all  division  intelligence  pro- 
duction, brought  the  editor  into  the  division's  substantive  deci- 
sion making  process,  and  embodied  in  this  position  "deputy" 
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/y
.  UNCLASSIFIED 
division  chief  responsibility  for  providing  current  intelligence 
support  to  OACSI  and  the  ARSTAF. 
2      (U)   In  December  1985,  the  Army  Staff  Badge  was  first 
awarded  to  a  division  analyst.   This  uphill  battle  saw  all  quali- 
fied division  analysts  programmed  to  be  recognized  for  their 
ARSTAF  support  in  a  similar  manner,  and  established  a  mechanism 
to  ensure  continued  adherence  to  this  program  in  the  future, 
c.   (U)   Narrative  of  Activities. 
(1)  (U)   Day-to-day  intelligence  production  activities 
continued  to  be  refined  and  the  daily  Black  Book's  readership 
expanded.   The  most  notable  addition  outside  the  Pentagon  was  the 
Secret  Service,  added  at  their  request  for  the  terrorism  coverage 
provided.   The  division's  analysts  continued  to  enhance  both 
their  own  reputations  as  regional  experts  and  the  organization's 
credibility  as  they  gained  added  insights  into  their  areas  and 
conveyed  these  regularly  to  the  Army  Secretariat,  CSA,  and  other 
ARSTAF  principals. 
(2)  (U)   In  the  area  of  terrorism,  the  ATOIC's  advent 
saw  OACSI  terrorism  expertise  emerge  to  the  point  where  the  ATOIC 
routinely  defined  the  terrorist  threat  as  enunciated  in  the  daily 
ODCSOPS  Force  Protection  Memorandum.   Additionally,  as  ATOIC  ana- 
lysts gained  experience  and  began  preparing  Black  Book  articles 
on  terrorism  subjects  on  a  regular  basis. 
(3)  (U)   The  close  working  relationship  with  DAMI-FII 
achieved  during  FY  85  (q.v.)  was  strengthened  over  the  course  of 
the  fiscal  year  as  Current  Intelligence  Division  analysts 
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increasingly  found  themselves  assuming  responsibility  for  pro- 
jects having  a  direct  impact  on  Army  policy  formulation.   Of  par- 
ticular note  was,  as  the  Administration  turned  its  attention  more  and 
more  to  combating  drugs,  one  of  the  division's  Latin  American 
analysts  found  himself  working  full  time,  for  an  extended  period, 
on  the  question  of  intelligence  preparation  of  the  battlefield 
(IPB)  for  Army-related  antidrug  operations. 
(4)   (U)   The  primary  impediment  to  smooth,  across-the- 
board  accomplishment  of  all  missions  and  responsibilities 
remained  the  paucity  of  resources  available  to  do  any  one  job 
properly.   Increasingly,  as  the  fiscal  year  wore  on,  it  became 
evident  that  the  division  was  stretched  uncomfortably  thin.   As 
FY  86  ended,  the  dominant  question  had  become:   how  to  attract 
(and  retain)  the  caliber  of  people,  both  civilian  and  military, 
to  perform  arduous  shift  work  and  significant  follow-on  projects 
in  the  face  of  looming  personnel  cuts?  The  answer  seemed  to  lie 
in  making  substantive  mission  adjustments  as  an  outgrowth  of  the 
nascent  OACSI  Personnel  and  Space  Reduction  Plan  and  Future 
Study. 
IINHIASSIFIFO
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SECTION  5 
Intelligence  Automation  Management  Office 
1-   (U)   Overview. 
a,  (U)   The  Intelligence  Automation  Management  Office 
(DAMI-AM)  continued  its  mission  of  being  the  ARSTAF  monitor  and 
the  General  Defense  Intelligence  Program  (GDIP)  funds  -executor 
for  automation  and  telecommunications  systems  for  Army 
Intelligence  Data  Handling  System  (IDHS)  sites  and  Army-funded 
U&S  Command  IDHS  sites.   In  addition,  at  the  direction  of  the  DAS 
and  the  ACSI,  DAMI-AM  continued  to  have  the  responsibility  for 
planning  and  implementing  automation  support  for  the  OACSI  staff 
and  coordinating  all  actions  for  information  management  support 
for  OACSI.   The  major  activities  have  centered  on  planning  and 
budgeting  for  computer  assisted  support  for  the  intelligence 
staffs  and  organizations  of  the  Army  MACOMs ,  U&S  Commands,  and 
the  organizations  within  the  Army  Intelligence  Agency. 
b.  (U)   During  FY  86,  coordination  increased  between  the 
offices  of  DIA  (RSE  and  RSM)  due  to  the  continued  development  of 
standardized  systems  such  as  the  Automated  Message  Handling 
System  (AMHS)  and  the  release  of  Life  Cycle  Management  guidance 
(DIAM  65-13) . 
2.   (U)   Organization  Changes. 
a.   (U)  In  FY  86,  DAMI-AM  was  officially  changed  to  a  non- 
structured  organization.   However,  the  office  still  operates  with 
two  branches:   The  Life  Cycle  Management  Branch  (DAMI-AML)  and 
the  Plans  and  Budget  Branch  (DAMI-AMP) .   The  05  position  has  been 
5-1 
UNCLASSIFIED  82
•  UNCLASSIFIED 
moved  out  of  DAMI-AMP  and  placed  directly  under  the  Chief  of 
DAMI-AM.   Upon  the  permanent  appointment  of  Mr,  Cooperman,  as  the 
Branch  Chief  for  Plans  and  Budget,  his  old  position  became 
available  for  recruitment.   This  position  was  filled  by  Mr.  Mason 
from  a  competitive  list  of  applicants.   Mr.  Mason  was  filling  a 
computer  specialist  position  within  this  office.   His  old  posi- 
tion has  been  filled. 
b.  (U)   During  FY  86,  the  following  personnel  departed 
DAMI-AM: 
(1)  (U)   Mr.  Michael  Clarke,  computer  specialist  in  the 
Life  Cycle  Management  Branch,  resigned  from  Federal  Service. 
(2)  (U)  Mr.  Richard  Allen,  computer  specialist  in  the 
Life  Cycle  Management  Branch,  transferred  to  Foreign  Science  and 
Technology  Center,  Charlottesville,  VA. 
(3)  (U)   MAJ(P)  Edward  H.  Gore,  Jr.  transferred  to 
Germany. 
c.  (U)   During  FY  86,  the  following  personnel  joined 
DAMI-AM: 
(1)   (U)   Mrs.  Mary  T.  Taylor,  Mrs.  Jamie  Schaffer,  and 
Mr.  Daniel  Hurd  joined  as  computer  specialists  in  the  Life  Cycle 
Management  Branch. 
(2)   MAJ  Philip  Crawford  was  assigned  to  the  Plans  and 
Programs  Branch  replacing  MAJ(P)  Edward  Gore. 
3.   (U)   Narrative  Activities. 
a.   (U)   On  1  July  1986 ,   OACSI  completed  its  Information 
Management  Plans  (IMPSs)  .   Each  plan  contains  a  summary  of 
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.UNCLASSIFIED 
intelligence-related  information  management  initiatives  requiring 
HQDA  approval  for  execution.   This  year,  OACSI  submitted  two 
plans:   an  internal  IMP  and  an  external  IMP.   The  internal  IMP 
was  submitted  to  the  Director  Army  Staff  for  Information 
Management  (DASIM) ,  identifying  internal  staff  information 
requirements  in  support  of  the  OACSI  staff  (i.e.,  the  OACSI  Staff 
microcomputer  procurement,  follow-on  word  processor  replacements, 
and  procurement  of  a  document  storage  and  retrieval  system).   The 
external  IMP  was  submitted  to  OACSIM  and  addressed  external 
mission-  related  information  requirements.   Specifically,  this 
second  IMP  addressed  all  Headquarters,  U.S.  Army  Intelligence 
Agency  (USAIA)  information  requirements,  which  need  to  be 
resourced  through  the  Army  Program  Objective  Memorandum  (POM) 
process  rather  than  through  the  General  Defense  Intelligence 
Program  (GDIP) .   This  second  plan  included  office  automation, 
print  plant,  and  audio-visual  requirements  in  support  of  HQAIA's 
three  production  centers,  Foreign  Science  and  Technology  Center 
(FSTC) ,  Missile  and  Space  Intelligence  Center  (MSIC) ,  and 
Intelligence  Threat  Analysis  Center  (ITAC) .   New  initiatives 
which  are  approved  in  this  IMP  will  be  able  to  compete  for 
resources  as  Program  Development  Incremental  Packages  (PDIPs)  in 
the  FY  90  POM. 
b.   (U)   OACSI  also  participated  in  an  ARSTAF  effort  to 
reconcile  existing  ARSTAF  Information  Systems  Planning  (ISP) 
documents  with  the  HQDA  ISP.   The  HQDA  and  ARSTAF  ISPs  are  two  of 
« 
the  key  documents  that  will  be  used  to  develop  the  HQDA 
5-3 
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semefflAt 
Information  Architecture.   The  ISPs  identify  processes  that  are 
performed  by  a  particular  agency  and  tie  those  processes  to  a 
particular  information  class(es).   In  addition,  the  ISP  iden- 
tifies the  current  information  systems  and  the  processes  sup- 
ported within  an  agency.   Prior  to  this  reconciliation,  OACSI  was 
the  functional  proponent  for  two  HQDA  processes,  Manage 
Intelligence,  and  Manage  Security.   During  the  reconciliation,  a 
third  process  was  added,  provide  Foreign  Liaison. 
c.  (U)   One  system  for  an  IDHS  site  progressed  into  full 
development  and  fielding.   The  Relocatable  Army  Processors  for 
Intelligence  Dissemination  -  Europe  (RAPIDE)  for  ODCSI,  USAREUR. 
The  system  software  and  integration  contract  was  awarded  to  PRC. 
Tobyhanna  Depot  began  developing  the  prototype  vans  in  which  the 
RAPIDE  hardware  was  mounted.  The  first  vans  were  shipped  to 
USAREUR  and  test-out  operations  started. 
d.  (U)  The  Army  Threat  Intelligence  Production  System 
(ATIPS)  host  computer  and  peripherals  were  relocated  from 
Arlington  Hall  Station  to  the  Washington  Navy  Yard.  The  contract 
to  procure  the  hardware  for  the  automated  message  handling  system 
was  finalized.  The  DODIIS  standard  system  is  scheduled  for 
installation  during  FY  87. 
5-4 
eeNHDCNTIAL
-3EGREF 
CLASSIFIED  BY:   CDR,  USFK 
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f.   (U)   WESTCOM  Intelligence  System  (WESTIS)  is  a  part  of 
the  DoD  Intelligence  Information  System  (DODIIS) ,  the  hardware 
for  which  has  been  installed  at  the  WESTCOM  Intelligence  Computer 
Center.   WESTIS  currently  serves  HQ  WESTCOM/ODCSINT  and  USAITIC- 
PAC.   In  the  future,  the  system  will  also  serve  the  WESTCOM 
Command  Center,  the  25th  ID,  and  the  29th  ENG  BN  (T) .   Remote 
analyst  work  stations  are  connected  to  the  computer  center  via 
leased  communications  lines.   All  work  stations  are  located 
within  SCIFs  and  access  to  the  system  is  limited  to  personnel 
with  TS/SI/SAO  clearances. 
CLASSIFIED  BY: 
RECLASSIFY  ON: 
CDR,  USSOUTHCOM 
OADR 
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t)  Lull'- 1 
HOT  RELEASA6U  TO  rrw>v  n •s  Vf-.»»  t  -•% 
8G
UNCLASSIFIED 
h.   (U)   A  contract  was  awarded  to  replace  the  computer  at 
the  Fort  Bragg  IDHS  Facility.   When  installed,  the  IBM  4381  will 
provide  automation  support  to  HQ  ARCENT  units  located  at  Fort 
Bragg,  plus  all  CONUS-based  divisions  in  the  U.S. 
i.   (U)   A  fiber  optic  network  was  installed  at  FSTC  to  con- 
nect analyst's  terminals  in  the  unSCIFed  areas  to  a  collateral 
computer.   This  is  an  interim  measure  to  increase  computer  sup- 
port until  the  large  capacity  computer  is  acquired.   Funds  for 
the  large  computer  were  retained  in  the  FY  86  and  87  budgets. 
Specifications  were  submitted  to  the  Virginia  Procurement  Office 
in  FY  86,  and  contract  award  is  expected  in  FY  87. 
5-6 
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UNCLASSIFIED 
SECTION  6 
Directorate  of  Foreign  Liaison 
1.  (U)   Organization  Changes.   In  April  1986,  the  budget  respon- 
sibilities were  moved  from  the  Attache  Coordination  Branch  to  the 
Office  of  the  Director  under  the  supervision  of  the  Executive 
Officer. 
2.  (U)   Key  Personnel. 
a.  (U)   MAJ  Richard  R.  Demers  left  the  Directorate  on 
1  January  1986  and  was  replaced  by  CPT  Michelle  Beckley.   She  in 
turn  left  on  30  March  and  was  replaced  by  CPT  Claire  A.  Rooney, 
who  arrived  on  14  March  1986. 
b.  (U)   The  Director  of  Foreign  Liaison,  COL  Roger  G. 
Seymour,  left  on  24  May  1986  and  was  replaced  on  6  June  1986  by 
LTC(P)  Lawrence  N.  Reiman,  Jr. 
c.  (U)   The  Chief,  Attache  Coordination  Branch,  LTC  Donald 
A.  Dubay,  was  reassigned  to  FII  and  replaced  by  LTC  Leon  W. 
Sullivan. 
d.  (U)   MAJ  Richard  Feeling  left  the  Directorate  on  30  May 
1986  and  was  replaced  by  LTC  Daniel  M.  Smith. 
e.  (U)   Officers  assigned  as  of  30  September  1986  were: 
COL  Lawrence  N.  Reiman,  Jr.        Director 
MAJ  Ruth  A.  Phillips  Executive  Officer 
LTC  Leon  W.  Sullivan  Chief,  Coordination 
LTC  Thomas  S.  Brock  Chief,  Tours 
LTC  Daniel  M.  Smith  '  Tours  Officer 
CPT  Claire  A.  Rooney  Tours  Officer 
6-1 
UNCLASSIFIED
UNCLASSIFIED 
3.   Narrative  of  Activities.   The  Directorate's  three  branches 
accomplished  the  following  actions. 
a.   (U)   Tours  Branch  (DAMI-FLT)  had  the  responsibility  for 
planning  and  administering  officially  hosted  visits  of  foreign 
military  dignataries  to  the  United  States.   During  FY  86, 
DAMI-FLT  administered  a  total  of  53  tours.   (Appendix  A)   There 
were  four  categories  of  tours: 
(1)  (U)   Counterpart  Tours:   Counterpart  tours  were 
administered  for  counterparts  of  the  SECDEF  and  CJCS  on  a  rota- 
tional basis  with  other  services,  and  all  counterparts  of  SA, 
CSA,  VCSA,  DAS,  ACSI,  and  other  senior  DA  officials. 
No.  Participants 
No.  Tours  Conducted  and  Escorts 
22  180 
(2)  (U)   Orientation  Training  Tours  (OTT) :   OTTs  were 
conducted  under  either  the  International  Military  Education  and 
Training  Program  (IMET)  or  the  Foreign  Military  Sales  Program 
(FMS) .   Their  purpose  was  to  acquaint  senior  foreign  officers 
with  U.S.  Army  doctrine  and  training  methods. 
No.  Participants 
No.  Tours  Conducted  and  Escorts 
10  54 
(3)  (U)   Washington,  DC  Schools  Tours:   Washington,  DC 
Schools  Tours  were  conducted  under  IMET  and  FMS  for  foreign  stu- 
dents attending  U.S.  Army  service  schools  (career  course  level 
and  above) .   The  tours  acquainted  participants  with  HQDA,  State 
6-2 
UNCLASSIFIED 
8tf
UNCLASSIFIED 
Department,  and  other  government  and  civilian  institutions  in  the 
Washington,  DC  area. 
No.  Participants 
No.  Tours  Conducted  and  Escorts 
11  1087 
(4)   (U)   Others.   These  tours  included  Mark  Clark 
Lectures,  Kermit  Roosevelt  Lectures,  MOP  130s,  MOP  187-6,  Attache 
Tours,  and  others  not  falling  under  other  programs. 
No.  Participants 
No.  Tours  Conducted  and  Escorts 
10  272 
b.   (U)   Protocol  Branch. 
(1)  (U)   Arranged  the  following  social  functions:   46 
luncheons  for  attaches  or  visiting  VIPs;  13  dinners  for  Military 
Attaches,  ACSI  counterparts  and  their  wives;  7  social  hours  for 
Military  and  Assistant  Military  Attaches;  a  band  concert  and  4th 
of  July  reception  for  Military  Attaches  and  their  ladies;  a  mili- 
tary review  for  all  attaches  and  their  ladies;  and  a  fall  recep- 
tion hosted  by  the  ACSI  to  introduce  the  attaches  and  their 
ladies  to  the  Secretary  and  Chief  of  Staff  of  the  Army. 
(2)  (U)   Processed  21  awards  for  foreign  military 
dignitaries. 
(3)  (U)   Prepared  74  and  62  holiday  congratulatory  let- 
ters for  signature  by  the  CSA  and  ACSI,  respectively,  to  their 
foreign  counterparts. 
(4)  (U)   Prepared  an  additional  15  and  8  miscellaneous 
letters  to  CSA  and  ACSI  counterparts. 
6-3 
UNCLASSIFIED
c.   (U)   Coordination  Branch. 
(1)  (U)   The  Attache  Coordination  Branch  is  responsible 
for  Special  Accreditations  of  foreign  Military  Attaches  and 
Assistant  Military  Attaches  to  U.S.  Army  staff  sections  and 
selected  commands.   Additionally,  the  branch  processes  requests 
for  Visit  Authorizations  for  foreigners  to  visit  DA  staff  prin- 
cipals, as  well  as  U.S.  Army  installations  and  activities.   The 
branch  also  processes  applications  for  and  approves  issue  of 
Uniformed  Services  Identification  and  Privilege  Cards  to  eligible 
foreign  military  personnel  and  their  dependents;  prepares  reada- 
head  materials  on  visits  by  distinguished  foreign  visitors  to 
senior  Army  officials;  publishes  the  Army's  Directory  of  Foreign 
Military  Attaches  and  the  Policy  and  Procedures  Guide  for  Foreign 
Military  Attaches;  and  represents  the  Army  at  the  State 
Department's  Office  of  Foreign  Missions  in  matters  involving 
implementation  of  the  August  1982  Foreign  Missions  Act. 
(2)  (U)   The  following  projects  and  actions  were 
accomplished  during  FY  86: 
a   (U)   Processed  Department  of  the  Army  accreditations 
for  83  foreign  Military  and  Assistant  Military  Attaches. 
b  (U)   Processed  675  Requests  for  Visit  Authorizations 
for  foreign  visits  to  senior  U.S.  Army  officials,  installations 
and  activities. 
c  (U)  Coordinated,  edited,  assembled,  and  distributed 
Readahead  Books  for  138  visits  to  senior  U.S  Army  officials  by 
foreign  representatives. 
6-4
UNCLASSIFIED 
d   (U)   Processed  requests  for  and  approved  issue  of  852 
Uniformed  Services  Identification  and  Privilege  Cards  for  eli- 
gible foreign  military  personnel. 
6-5 
UNCLASSIFIED
Plan*.  Program  and  Budget  Office 
1.  (U)  Major  Organizational  Changes.   There  were  no  major 
organizational  changes  affecting  the  Plans.  Program  and  Budget 
Office  during  FY  86. 
2.  (U)  Key  Personnel  Changes. 
a.  (U)  Office  of  the  Chief.   COL  James  V.  Benvenuto,  Chief, 
Plans,  Program  and  Budget  Office,  retired  from  the  Army  In 
October  1986.   He  was  replaced  by  COL  Arthur  N.  CroweH,  who 
came  to  OACS I  In  January  1986. 
b.  (U)  Plans  Branch. 
(1)  (U)  MAJ(P)  David  J.  Anthony  replaced  LTC  John  Oseth  as 
the  Chief  of  the  Plans  Branch  on  1  June  1986. 
(2)  (U)  MAJ  Larry  D.  Bruns  replaced  MAJ(P)  Michael  C.  Houck 
as  the  Army  Plans  Officer  on  30  June  1986. 
(3)  (U)  Mr.  Steven  F.  Noian  replaced  Mr.  Gene  Mai  lot  as  the 
joint  Plans  Officer  on  30  December  1985. 
(4)  (U)  Ms.  Ann  M.  Ba I d i no  replaced  Ms.  Laglna  Stokes  as 
the  branch  secretary  on  7  April  1986. 
c.  (U)  Program  and  Budget  Formulation  Branch. 
(1)  (U)  MAJ(P)  E.  Ray  Yount  left  OACSI  In  June  1986  for 
reassignment  In  Germany  as  a  battalion  commander.   He  was 
replaced  as  Branch  Chief  by  MAJ(P)  Michael  Houck. 
7-1 
UNCLASSIFIED
! :  f 
■ " .  •  «  -  ■   
(2)  (U)   Mrs.  H.  Sue  Lazicki,  Management  Analyst,  moved 
from  the  Program  and  Budget  Formulation  Branch  to  the  Budget 
Execution,  Audit  and  Management  Branch  in  January  1986.   She  was 
replaced  by  Ms.  Betty  Lovelace,  who  came  to  OACSI  from  ODCSOPS. 
(3)  (U)   Ms.  Caroline  Craig,  Budget  Analyst,  left  OACSI 
for  a  position  in  the  newly  formed  Strategic  Defense  Initiative 
Program  Office  in  June  1986.   She  was  replaced  by  Mrs.  Ethel 
Woods  in  August  1986. 
(4)  (U)  Ms.  Linda  Edens,  Budget  Analyst  Intern,  arrived 
in  OACSI  in  August  1986.  She  began  a  program  of  instruction  con- 
sisting of  on-the-job  training  and  classroom  instruction  designed 
to  train  her  to  perform  at  the  journeyman  level  in  two  years. 
d.   (U)   Budget  Execution,  Audit  and  Management  Branch. 
(1)   (U)   Mrs.  Vivian  Evans,  workman's  compensation  case 
was  still  unresolved  by  the  end  of  FY  86.   While  her  case  was  in 
progress,  the  branch  was  able  to  hire  Mr.  Moon  Song,  Budget 
Analyst,  as  a  temporary  civilian  overhire  in  May  1986.   Mr. 
Song's  appointment  was  for  a  period  not  to  exceed  one  year,  or 
the  resolution  of  Mrs.  Evans*  case,  whichever  turned  out  to  be 
shorter. 
(2)   (U)   Mrs.  Wanda  Strother's  workman's  compensation  case 
was  resolved  in  September  1986  when  she  resigned  from  the  Federal 
Service.   Mrs.  Linda  Jorgenson  was  hired  on  a  temporary  appoint- 
7-2 
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ment  In  July  1986.   Her  appointment  was  converted  to  permanent 
after  Mrs.  Strother's  resignation. 
(3)  (U)  Mrs.  Virginia  Robinson,  Management  Analyst,  retired 
from  the  Federal  Service  In  October  1986.   She  was  replaced  by 
Mrs.  Sue  Lazlckl  who  came  from  the  Program  and  Budget 
Formulation  Branch. 
3.  (U)  Narrative  of  Activities, 
a.  (U)  Plans  Branch. 
d)  yh 
CLASS  I F I  ED  BY :   ACS  i ,  DA 
DECLASSIFY  ON:   OADR 
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(2)  (U)  The  Joint  Strategic  Planning  System  (JSPS)  is  the 
formal  means  by  which  the  Joint  Chiefs  of  Staff  (JCS)  carry  out 
their  responsibilities  for  providing  strategic  plans  and  direc- 
tion of  the  armed  forces.   It  Is  a  flexible  and  Interactive 
system  Intended  to  complement  the  DOD  Planning,  Programming, 
and  Budgeting  system,  by  allowing  for  effective  Interaction 
with  other  specialized  management  and  planning  systems.   The 
JSPS  constitutes  the  military  advice  to  the  National  Command 
Authorities  by  providing  the  JCS  view  of  strategy,  force  levels 
needed  to  Implement  the  U.S.  military  strategy,  and  risks 
associated  with  fiscally  constrained  force  levels.   In  support 
of  the  JSPS,  the  Plans  Branch  reviewed  and  provided  Input  to 
the  numerous  JSPS  documents.   OACS I  staff  Input  ensured  that 
matters  pertaining  to  ground  forces,  and  In  particular  Army 
Intelligence  concerns  and  needs,  were  accurately  presented  in 
the  joint  arena,  and  that,  in  aggregate,  the  various  JSPS 
documents  accurately  support  the  national  military  strategy. 
The  JSPS  provides  the  means  for  the  JCS  to  assess  the  global 
environment,  evaluate  the  threat,  and  propose  the  military 
strategy  necessary  to  support  national  security  objectives. 
The  following  documents  are  utilized  by  the  JCS  to  discharge 
their  strategic  planning  responsibilities:   Joint  Intelligence 
Estimate  for  Planning  (JlEP),  Intelligence  Priorities  for 
Strategic  Planning  (IPSP),  Joint  Long-Range  Strategic  Appraisal 
(JLRSA),  Joint  Strategic  Planning  Document  (JSPD),  Joint 
7-4 
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UNCLASSIFIED. 
Strategic  Planning  Document  Supporting  Ana  I ys i s  .( JSPDSA) ,  Joint 
Program  Assessment  Memorandum  (JPAM),  Joint  Security  Assistance 
Memorandum  (JSAM),  and  the  Joint  Strategic  Capabilities  Plan 
(JSCP) . 
(3)  (U)  The  Joint  Operating  Planning  System  (JOPS)  comple- 
ments the  JSPS.   JOPS  Is  utilized  by  the  unified  and  specified 
commands  to  develop  operation  and  contingency  plans  in  response 
to  JSCP  taskings.   These  plans  are  reviewed  by  the  Plans  Branch 
to  identify  Army  Intelligence  deficiencies  and  shortfalls,  and 
to  ensure  the  adequacy  of  Army  Intelligence  support  to  the 
unified  commands. 
(4)  (U)  The  Defense-Wide  Intelligence  Plan  (D-WIP)  provides 
program  planning  recommendations  for  the  mid-  and  long-range 
periods  that  improve  intelligence  capabilities  in  support  of 
the  national  military  strategy.   The  branch,  as  a  key 
participant  in  the  D-WIP  developmental  process,  ensures  that 
Army  Intelligence  objectives  are  reflected  to  the  maximum 
extent  possible  in  the  D-WIP. 
(5)  (U)  The  Defense  Guidance  (DG)  Is  the  DOD  strategic  plan 
for  the  development  and  employment  of  future  forces.   It 
provides  the  Services  with  top-management  direction  for 
development  of  capabilities  to  counter  threats  to  our  national 
security  objectives.   It  establishes  goals,  priorities,  and 
mid-term  objectives  through  a  participative  management  process 
that  Is  broad  enough  to  a'l  low  the  Services  flexibility  in  their 
7-5 
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internal  management,  while  focusing  their  programs  toward  a 
balanced,  efficient,  and  cost-effective  national  military 
capability.   Plans  Branch  represented  OACS I  at  OSD 
work  I ng- level  meetings  on  Intelligence-related  sections  of  the 
DG.   Representation  provided  OACS I  the  opportunity  to  present 
Army  intelligence  views,  and  ensured  that  Army  I ntel t I gence 
objectives  were  reflected  In  the  DG. 
(6)  (U)   The  Plans  Branch  represented  the  Army  on  the  DC  I ' s 
interdepartmental  Foreign  Intelligence  Priorities  Committee 
(FIPC).   The  F I  PC  Is  the  executive  agent  for  managing  the  DC  I ' s 
statement  of  U.S.  Foreign  Intelligence  Requirements  Categories 
and  Priorities  as  called  for  In  DC  I  Directive  1/2.   These 
categories  and  priorities  provide  basic  guidance  to  the  Intelli- 
gence Community  for  the  operation,  planning,  and  programming  of 
the  overall  U.S.  foreign  intelligence  effort. 
(7)  (U)  The  Army  Intelligence  Management  Plan  (AIMP)  contin- 
ued to  evolve  during  FY  86,  becoming  more  specific  In 
Identifying  shortfalls,  establishing  requirements  and 
objectives,  and  in  developing  programmatic  solutions.   Volume  I 
of  the  AIMP,  published  and  sent  to  the  field  In  June  1986, 
developed  this  strategy,  provided  guidance,  and  Identified 
broad  shortcomings.   Volume  II  refined  those  deficiencies  Into 
specific  requirements  and  objectives  and  equated  them  to 
programmatic  functional  areas  In  Volume  III.   Volume  III 
provided  programmatic  details,  such  as  tasks  and 
7-6 
UNCLASSIFIED
UNCLASSIFIED 
prioritization.   Volumes  II  and  III,  currently  In  final 
draft,  are  scheduled  for  publication  In  the  1st  quarter  of  FY 
87.   The  following  AIMP  Is  scheduled  for  publication  In 
September  1987,  and  will  Include  the  Implementation  plan  for 
IEW  Master  Plan  2000. 
(8)  (U)  The  branch  also  supported  ACS  I  participation  In  a 
number  of  four  star  and  general  officer  conferences. 
(a)  (U)   Senior  Military  Intelligence  Officers' 
Conferences  (SMIOC)  were  held  In  Colorado  Springs  In  December 
1985  and  at  the  DIAC  In  October  1986.   ACSI  participated  In 
these  conferences  which  covered  a  number  of  Issues  critical  to 
the  intelligence  community. 
(b)  (U)  The  Fall  Army  Commanders  Conference  met  in  October 
1986,  and  Involved  all  MACOM  commanders  and  ARSTAF  principals. 
They  discussed  a  wide  range  of  Army  Issues. 
(c)  (U)  The  Army  Leadership  Seminar,  a  conference  of 
retired  four  star  generals  convened  by  the  CSA,  was  held  In 
August  1986  to  update  and  seek  their  advise  on  key  issues. 
During  this  year's  conference  the  ACSI  provided  an  update  on 
Army  Intelligence  -  1986.   The  45  minute  presentation  was 
followed  by  a  15  minute  question  and  answer  period. 
b.  (U)  Program  and  Budget  Formulation  Branch. 
(1)  (U)   The  Program  and  Budget  Formulation  Branch  managed 
the  resourcing  of  Army  Intelligence  requirements  through  the 
dual  Comptroller  of  the  Army  (COA)  and  Director  of  Central 
7-7 
UNCLASSIFIED
UNCLASSIFIED 
Intelligence  (DIA)  programming  and  budgeting  systems.   The 
branch  coordinated  all  program  and  budget  formulation  matters 
for  the  Army's  portion  of  the  National  Foreign  Intelligence 
Program  (NFIP).   Branch  oversight  functions  Included  program 
development  and  budget  formulation  of  general  military 
Intelligence,  counterintelligence,  security,  and  cryptologic 
programs  tot a  I  I ng  more  than  $600  ml  I  I  Ion  and  12,000  ml  I  I tary 
and  civilian  personnel. 
(2)  (U)   Branch  personnel  engaged  in  frequent  liaison  with 
Army,  OSD,  and  other  Joint  agency  elements  In  the  performance  of 
their  duties.   The  branch  provided  0ACS t  representation  on  the 
0-6  level  Program  and  Budget  Committee. 
c.  (U)   Budget  Execution,  Audit  and  Management  Branch. 
(1)  (U)   The  Management  Team  coordinated  the  review  and 
update  of  three  organization  and  functions  (0&F)  regulations: 
CSR  10-27  Organization  &  Functions.  Office  of  the  Assistant 
Chief  of  Staff  for  Intelligence:  AR  10-61  Oroanlzat Ion  & 
Functions.  U.S.  Armv  Intel lloence  Operations  Detachment:  and 
the  0ACSI  portion  of  AR  10-5  Organization  &  Functions.  Armv 
Staff .   Both  AR  10-61  and  CSR  10-27  were  approved  and  published 
during  FY  86.   Review  of  the  OACSI  portion  of  AR  10-5  was 
completed  and  forwarded  to  the  Staff  Management  Division, 
Director  of  the  Army  Staff,  for  consolidation. 
(2)  (U)   The  Management  Team  achieved  reconciliation  with 
the  U.S.  Army  Manpower  Rev jew  and  Documentation  Agency 
7-8 
UNCLASSIFIED 
?00
UNCLASSIFIED. 
(USAMARDA)  on  the  USAIOD  manpower  survey.   USAMARDA  recognized 
additional  manpower  requirements  In  the  technical  transfer 
functional  area,  and  both  sides  agreed  on  a  total  of  79 
manpower  requirements  for  the  USAIOD. 
(3)  (U)   Branch  auditors  conducted  audits  of  CONUS  and 
OCONUS 
intelligence  activities.   The  auditors  reviewed  the  usage  of 
Intelligence  funds  and  wrote  audit  reports  for  all  activities 
revi  ewed . 
(4)  (U)   The  budget  analysts  conducted  budget  execution  and 
financial  operations  and  policy. 
7-9 
UNCLASSIFIED
AFMY  FOREIGN  LIAISON 
TOURS  CALENDAR 
FY  1986 
DATE 
OCTOBER 
6  Sep  -  4 
-  5 
6  - 
-  12 
8  - 
■  22 
-  24 
-  1  Nov 
-  27 
NOVEMBER 
6  - 
-  26 
-  23 
-  24 
DECEMBER 
1  - 
3  - 
8  - 
9  - 
JANUARY 
14-28 
21  -  26 ' 
FEBRUARY 
2  -  5 
11-25 
17  -  26 
18-23 
•*» 
MARCH 
o> 
11-25 
cv 
16-26 
18-23 
19-30 
TOUR 
Royal  College  of  Defence  Studies  (MOP  130) 
Defense  Minister-Prince  Sultan 
ACSI  Counterpart,  Pakistan 
Orientation  Training  Tour,  Germany 
Fall  Assistant  Attache  Trip 
CSA  Counterpart,  Germany 
Washington,  DC,  Schools  Tour 
CJCS  Counterpart,  Pakistan 
CSA  Counterpart,  Tunisia 
Orientation  Training  Tour,  Burundi 
ACSI  Counterpart,  Spain 
Washington,  DC,  Schools  Tour 
CSA  Counterpart,  Sweden 
Orientation  Training  Tour, 
Mark  Clark  Lecture  Tour 
SECDEF  Counterpart,  Argentina 
Sudan 
Orientation  Training  Tour,  Finland 
Washington,  DC,  Schools  Tour 
Military  Attache  Ski.  Trip 
Orientation  Training  Tour,  Spain 
CSA  Counterpart,  Ecuador 
Washington,  DC,  Schools  Tour 
Orientation  Training  Tour,  Djibouti 
Military  Attache  Spring  Tour 
Washington,  DC,  Schools  Tour 
Pakistan  National  Defence  College  (FOP  130) 
t  PARTICI- 
PANTS 
38 6 
DATE 
APRIL 
TOUR 
0  PARTICI- 
PANTS 
1  - 
■  15 
5  - 
9- 
-11 
-  2  May 
-  27 
MAY 
3- 
3- 
6  May 
6- 
7  - 
12- 
-  16 
31  - 
-  6  Jun 
JUNE 
17  - 
:22 
17  - 
■  1  Jul 
23  - 
■  28 
JULY 
• 
8  - 
22  - 
AUGUST 
5- 
14  - 
16- 
19- 
SEPTEMBER 
17-25 
20-27 
23-  2  Oct 
23-28 
*;  «,  *>  ru*. 
Orientation  Training  Tour,  Turkey 
ACSI  Counterpart,  Kuwait 
CSA  Counterpart,  Saudi  Arabia 
National  Defence  College  of  Canada  (MOP  130) 
Kermit  Roosevelt  Lecture  Tour 
Washington,  DC,  Schools  Tour 
Army  Executive  Agent,  MOD,  Australia 
CJCS  Counterpart,  China 
CGSC  Washington,  DC,  Tour 
CSA  Counterpart,  Portugal 
SECDEF  Counterpart,  Spain 
CSA  Counterpart,  Rorea 
Washington,  DC,  Schools  Tour 
Orientation  Training  Tour,  Jordan 
SECDEF  Counterpart,  IK 
Helicopter  Orientation-Prince  Bandar 
(Saudi  Arabia) 
Orientation  Training  Tour,  Caroros 
Washington,  DC,  Schools  Tour 
135 
106 
107 
Orientation  Training  Tour,  Sao  Tone  and  Principe    3 
CM  Counterpart,  Malaysia  5 
ACSI  Counterpart,  Argentina  3 
Washington,  EL,  Schools  Tour  157 
SECDEF  Counterpart,  Denmark 
ACSI  Counterpart,  Italy 
CSA  Counterpart,  Guatemala 
Washington,  DC,  Schools  Tour 
115
/*//  Ft<j 
WORK  COPY 
WORK  COPY 
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