INTELLIGENCE COMMUNITY SUPPORT TO DEVELOPERS OF TACTICS AND DOCTRINE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP83M00171R000400150002-6
• Release Decision: RIPPUB
• Original Classification: C
• Document Page Count: 8
• Document Creation Date: December 19, 2016
• Document Release Date: April 11, 2005
• Sequence Number: 2
• Content Type: REPORT

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Log No. 78-8 , Copy
INTELLIGENCE COMMUNITY SUPPORT TO DEVELOPERS
OF TACTICS AND DOCTRINE
0
Prepared by
The Intelligence Community Staff
for
The Director of Central Intelligence
Authors
\intelligence Community Staff
11
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(U) This report summarizes results of a study to determine if
support from the Intelligence Community to developers of tactics
and doctrine could be improved through systematization. The study
expands on previous work which examined intelligence community
provision of scientific and'technical intelligence in support of
Defense research and development. To view intelligence support
problems from the vantage point of the consumer, the study team
interviewed selected users at about 30 commands and activities
throughout the country. Based on analyses of data collected in
these interviews, the report gives findings and recommendations
for improvement of intelligence support to developers of tactics
and doctrine.
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EXECUTIVE SUMMARY
PURPOSE AND BACKGROUND
25X1 1. This document summarizes results of a study that
analyze problems in providing scientific and technical intelli-
gence (SFTI) to managers of programs for development of tactics
and doctrine. The study also addresses the S&TI needs of those
who state mission requirements for systems and those who test
weapon systems. A previous study, on which this study effort
builds, dealt with problems in providing S&TI to the R&D com-
munity. The two studies taken together provide an analytic
I
framework for improving community S$T intelligence support to
the entire materiel acquisition structure.
TACTICS AND DOCTRINE SUPPORT PROBLEMS
125X1
for developing tactics and doctrine are in two main categories:
direct support personnel and production management. The problems
are inseparable, but amenable to solution. Although personnel
involved in direct intelligence support to materiel acquisition
are often intelligence careerists, they occupy spaces not funded
under Program 3. In the case of support to development of tac-
tics and doctrine they are largely funded by Program 2, General
Purpose Forces. In the case of support to R&D, they are under
Program 6. Corrective measures, therefore, would involve coop-
erative interdepartmental action under the. aegis of the DCI.
3. 0 The following summary sentences highlight intelli-
gence personnel problems in supporting developers of tactics
and doctrine.
? Selection practices are poor. Often personnel
are placed on the basis of availability, not
qualifications.
? Training is inadequate. Most personnel are not
familiar with the tools of their trade and the
functioning of the overall intelligence system.
? Management of direct support personnel is de-
ficient. Middle management has not established
and enforced realistic standards of performance.
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4. 0 Problems in production management of SETI to support
developers of tactics and doctrine are as follows:
? Developers of tactics and doctrine (TED) do not
know what intelligence is being produced.
? The S&TI needs of T&D developers are not stated
systematically to producers.
? S&T intelligence producers do not know who are
their users in the tactics and doctrine community.
? Distribution is faulty. Users often do not re-
ceive needed, expensively-produced documents.
Many receive unneeded documents.
? There are no systematic procedures for evaluation
of S&TI products with a view to improvement of
their utility to T&D users.
COMMUNITY PROBLEMS
5. 0 The following problems became evident in the course
of the study. They apply not only to S&TI support to developers
of tactics and doctrine, but to the entire materiel acquisition
community.
? Support from producers of S$TI to the materiel
acquisition community is managed intuitively
rather than systematically. Among the reasons
for this is the mistaken but pervasive belief
that an "invisible hand" guides S$TI production
in the best interests of consumers.
? The rational process spelled out in DIA publica-
tions for requesting, producing, and evaluating
S&T intelligence is little used. It is actively
resisted and frustrated by some intelligence
managers, and ignored by many others at all
levels.
? Community sharing of S&T intelligence is poor,
both horizontally (among producers) and verti-
cally (within Services). Questions and responses
in one element of the community are not trans-
mitted to users with similar needs in other ele-
ments.
e Formal justification for the large S&T intelli-
gence production program is woefully weak and
will not stand up to inquiry by oversight author-
ity.
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SELECTED FINDINGS
6. (U) The following are the principal findings of this study
on which to base action for improving S&T intelligence support to
managers of programs for development of tactics and doctrine:
? The personnel and organizational structure exists
for furnishing direct support to developers of
tactics and doctrine. It is in need of improve-
ment.
? Programs for development of tactics and doctrine
are documented and can be associated systematic-
ally with S&TI production programs to ensure that
user needs are met comprehensively and economic-
ally.
? The system developed for S$TI support to R&D (see
Appendix A) is applicable to support of managers
of programs to develop tactics and doctrine. In-
deed, it could be used to advantage by any commun-
ity of intelligence producers to support any com-
munity of users.
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RECOMMENDATION
7. (U) That the DCI sponsor interdepartmental planning to
systematize SET intelligence support to the materiel acquisition
community.
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Page
ABSTRACT . . . . . . . . . . . . . . . . . . . . .
EXECUTIVE SUMMARY . . . . . . . . . . . . . . . . ii
LIST OF TABLES . . . . . . . . . . . . . . . . . . vi
I. PREFACE . . . . . . . . . . . . . . . . . . . . . 1
Background; Need for Current Study;
Problems; Objectives; Approach; Scope;
Definitions.
II. INTELLIGENCE NEEDS OF TACTICS AND DOCTRINE
COMMUNITY . . . . . . . . . . . . . . . . . . . . 12
General; Comprehensiveness of S$TI
Supporting R&D; Relationship of S$TI
to Threat Support; Summary.
III. DOCUMENTATION OF PROGRAMS FOR DEVELOPMENT OF
TACTICS AND DOCTRINE . . . . . . . . . . . . . . . 15
Importance of Documentation; Charac-
teristics of Tactics and Doctrine
Documentation; Association With S&,TI
Tasking; Summary.
IV. EXISTING SUPPORT ARRANGEMENTS--PERSONNEL AND
TECHNIQUES . . . . . . . . . . . . . . . . . . . . 17
General; Personnel Resources; Problem
Areas; Support System Problems; Solution.
APPENDIX A: SUPPORTING DEVELOPMENT OF TACTICS
AND DOCTRINE WITH SCIENTIFIC AND
TECHNICAL INTELLIGENCE (S$TI) . . . . 22
APPENDIX B: INTELLIGENCE COMMUNITY SUPPORT TO
DEVELOPERS OF TACTICS AND DOCTRINE-
INTERVIEW HIGHLIGHTS . . . . . . . . 36
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LIST OF TABLES
Page
1.1. Selected Intelligence Users for Development
of Tactics $ Doctrine . . . . . . . . . . . . . . . 8
A.I. Research and Technology Work Unit Summary
(Notional) . . . . . . . . . . . . . . . . . . . . 26
A.2. S$TI Task Sheet (Notional) . . . . . . . . . . . . 28
A.3. SETI Tasks Supporting Individual Commands . . . . . 31
A.4. R&D Efforts Supported by Individual SETI
Tasks . . . . . . . . . . . . . . . . . . . . . . . 33
A.S. Priority "A" Association of SETI and RED
Tasks . . . . . . . . . . . . . . . . . . . . . . . 34
B.1. Intelligence Community Support to Developers of
Tactics and Doctrine--Interview Highlights . . . . 37
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