PREPARED STATEMENT OF MAJ. GEN. ROBERT A. ROSENBERG, U.S. AIR FORCE, DIRECTOR, DEFENSE MAPPING AGENCY

Mr. Chairman and members of the Subcommittee:

I welcome this opportunity to address you on the mission of the Defense Mapping Agency. (DMA)

MISSION

DMA has a critical defense role. Our mission is deterrence. DMA products and services help maintain the viability and credibility of our strategic and tactical military forces around the world..., and should deterrence fail, DMA's mission is equally clear--to provide timely, accurate, responsive mapping, charting and geodesy (MC&G) products needed by the Commanders-in-Chief (CINCS) of the Unified and Specified (U&S) Commands to fight and win. DMA was formed at the direction of the President in 1972 to overcome inefficiencies and duplication of effort that then existed among the separate mapping activities of the Services. About 8,800 of the 11,000 manpower resources then identified with mapping in DoD were consolidated into DMA. The improvements in production efficiency and technology sharing made possible by consolidation resulted in a 19 percent productivity improvement in the first four years of DMA operations. The critical requirement for product commonality and compatibility was, and is, a major factor dictating consolidation. For example, Naval forces use 80 percent of the products DMA produces, yet very few of them are uniquely required by Navy. Furthermore, even products as seemingly different as aeronautical charts and topographic maps derive from the same base products. Since its formation, DMA has continued to receive high marks for its productivity from various observers, including GAO and the Grace Commission.

SUPPORT LEVELS

DMA contributes directly to the combat effectiveness and readiness of the (U&S) Commands. Operational military commanders are the principal focus of DMA's programs and efforts. However, DMA support to the Military Departments is equally important, for they are charged with training and equipping of today's forces, and the development of "smarter" and more accurate weapons that are dependent on advanced DMA products. DMA also supports the Defense Intelligence Agency, the National Security Agency and the Central Intelligence Agency--the entire intelligence community. Beyond DoD, DMA works closely with the United States Geological Survey, the Coast Guard, the Maritime Administration and the Departments of State and Commerce. In fact, interagency and intergovernmental cooperation contribute strongly to DMA's effectiveness and responsiveness.

PRODUCT TYPES

The U&S Commands, Military Departments and Agencies obtain a wide variety of DMA maps, charts, film-based products, digital products and geodetic data. Paper products continue to be the mainstay of DMA support, and will continue to be in the foreseeable future. Aeronautical charts provide current and accurate information for preflight planning, and enroute navigation by Army, Navy, Marine Corps, and Air Force aviators. Topographic maps display the terrain and cultural features essential to all planning, intelligence analysis, and operations. Nautical charts provide for accurate navigation at sea and safe passage to port. DMA's film-based products are common to many users. For example, point positioning data bases (PPDBs), consisting of precisely controlled photographs, are used for precision battlefield targeting by land, sea, and air forces. Navigation filmstrips, which store aeronautical charts and topographic maps on film for cockpit displays, are used in aircraft. Terrain analysis products which are overlaid on topographic maps to assess the ability to program air drop zones, and move vehicles and forces through various types of terrain are used by Army and Marine forces. Similar products are aiding in the Air Force studies to detect and track strategic mobile targets. DMA produces standard digital products that support a wide variety of systems with many different service uses. Standard digital products include terrain elevation, feature, and vertical obstruction data. DMA is also producing video discs containing maps and charts to support new graphic systems for command and control at various levels. DMA geodetic data

programs provide very precise coordinates of points on the earth's surface for targeting of advanced weapon systems. Gravity data collected by DMA worldwide is fundamental to land, sea and air based inertial navigation products and is especially important to trajectory calculations of both land based ballistic missiles and submarine launched ballistic missiles. Finally, to promote safe air and sea navigation for all Services, DMA provides critical Flight Information Publications and Notices to Mariners, and by statute provides nautical charts to the U.S. Merchant Fleet.

EXTENT OF EFFORT

In fiscal year

Let me put the extent of DMA's efforts into some perspective: 1985, DMA printed 54 million maps, distributed 42 million maps, produced 4.4 million square nautical miles of digital cartographic data, precisely located 11,000 points on the ground, produced 700,000 square nautical miles of PPDBs and determined the Earth's gravity at 38,000 points.

ORGANIZATION

The DMA organization has seven components to support these and other efforts with approximately 9,500 people. Two main production components in St. Louis, Missouri, and Brookmont, Maryland, produce the paper, film and digital products. The Office of Distribution Services distributes those products worldwide through forward-deployed distribution offices supporting the theater CINCs, and maintains war reserve stocks for all CINCs. The Inter American Geodetic Survey coordinates important MC&G cooperative agreements and training programs with the Latin American nations, in direct support of the United States Southern Command. The Defense Mapping School trains military personnel of all services and our allies in both technical and staff level MC&G disciplines. The Special Program Office for Exploitation Modernization manages DMA's major initiative, the Exploitation Modernization Program (EMP), which I will describe later. The Office of Telecommunication Services provides the necessary communications that link DMA's production systems and plans the telecommunication interface to users.

RESOURCES

DMA production is centered in the two major production facilities described previously and four field offices in the U.S. In addition, commercial firms extend our production capacity. DMA's two major distribution facilities in the U.S., and other DMA distribution offices overseas and in CONUS deliver the products to the operational commanders. DMA production, distribution and liaison functions are in 50 locations around the world. DMA's capabilities are also augmented by formal cooperative production and product exchange agreements with over 70 countries that involve air, land and sea products, and foster interoperability of allied forces. The products received from our allies under these agreements, in effect, augment our production resources by approximately 40 percent.

REQUIREMENTS AND PRODUCTIVITY INCREASES

The Unified and Specified Commands identify their MC&G requirements through an annual submission to DMA. They state their needs for the standard DMA products required to successfully execute their operation and concept plans, and to conduct peacetime operations and training. In crises, commanders submit to DMA immediate requests for either standard or tailored MC&G products. Weapon system developers in the Military Departments submit their requests for DMA standard products or for new prototype MC&G products in conjunction with research, development, testing and evaluation of their new systems. Similarly, other agencies identify their requirements to DMA. Since DMA was established, in 1972, these requirements have dramatically increased. Digital programs have expanded to meet the current requirement for 38 million square nautical miles of digital terrain elevation data and 27 million square nautical miles of digital features analysis data. At the same time, the demand for maps and charts increased, especially for Third-World coverage, and requirements for gravity data have also increased dramatically. DMA has met the challenge of increased requirements

through a 34% increase in our productivity since 1972. This was achieved through significant improvements in technology and by eliminating duplicative efforts of the previously independent organizations of the Military Departments.

PRODUCTS

Paper products, though generally tailored to air, sea or ground applications, are produced through similar production processes, are commonly used by all forces, and are particularly important to joint operations. For example the Joint Operations Graphic (JOG) is a 1:250,000 scale chart produced in both air and ground editions to facilitate interoperability of combined air, land and naval forces. Similarly DMA integrates topographic and nautical information to build Combat Charts for combined naval and land warfare operations. DMA's standard maps and charts include 40 thousand different topographic maps, 12 thousand aeronautical charts, and 10 thousand nautical charts.

While paper products are a mainstay, one-half of DMA's resources are used to produce digital products. The new "smart" weapon systems like the Pershing II and air, sea, and land based cruise missiles, have guidance systems that reduce vulnerability and increase accuracy by using DMA digital data to fly and correct their course and home on a target. Tomorrow's smart weapons will need both greater accuracy in DMA digital products and increased information content. To support peacetime training, DMA provides digital terrain and feature data for trainers and simulators used by all the Services. This data provides for realistic radar and visual simulations that significantly increase training proficiency.

EXPLOITATION MODERNIZATION PROGRAM

The increasing transition to smart weapon systems makes the Unified and Specified Commanders more dependent on DMA products. To meet this challenge, DMA is now conducting an extensive MC&G production conversion program--called the DMA Exploitation Modernization Program (EMP). It is truly a conversion program--not just modernization. A change in DMA's primary source material is the driving factor. In the 1990s, EMP will be absolutely essential to DMA's ability to support the U&S Commands. Without it, maps and charts cannot be produced. DMA's mandatory EMP is expected to achieve several goals. In addition to adapting to the new source, it will increase accuracy while reducing production calendar time up to 75% and production costs up to 50%. It will increase compatibility among products. It will ensure more responsive DMA support during crisis situations, with better tailored products, especially over Third-World areas, where DMA map coverage is often limited. It will hasten the completion of first-time coverage of required maps and charts. It will allow more timely and comprehensive maintenance of DMA's standard products. Most importantly, it will allow DMA to accommodate requirements for new or modified products faster and at minimal cost.

SUMMARY

DMA is professional people using modern equipment to produce the best MC&G products possible for one reason--deterrence. DMA is committed to this mission, because our products are absolutely essential to operational military forces.

Mr. NICHOLS. A quarter of our committee has reviewed this legislation to completely do away with the Defense Logistics Agency and the Defense Contract Audit Agency. The Secretary of the Navy supports those measures. The other service Secretaries and all the service Chiefs have advised us against deleting these particular Agencies. What is your opinion?

Mr. LATHAM. I believe Mr. Weinberger has submitted a letter on that to the Congress and feels strongly, and I support that, that that would cause real chaos. I have had experience with both those Agencies, especially on the contractor's side. I was in industry for a long number of years before I came to this job, and I think the DCAA is a valuable agency.

I think you could again make a story, just like we have done here, about fragmentation and putting it back into the services, yes; you could probably still work along. But I think it would, to use John Lehman's terms (he keeps worrying about the "bureaucracy"), require the creation of a Navy bureaucracy to do the same function for his contracts. I don't think he would take one single person out of the Navy to do that. We would end up, I think, needing more people and lacking coordination across the logistics complex. You have seen the problems we have had, and we have had some problems, but we have routed them out ourselves in areas such as spare parts. So I just don't think it would be a very good idea, sir.

Mr. BARRETT. You have all spoken about the responsiveness of these Agencies to the unified and specified commanders. Mr. Nichols, however, asked a question about maps that were available on Grenada and communications that were available. One of the major criticisms of the Agencies, as they are structured today, is that they are not sufficiently responsive to combat needs. Now, the service Chiefs made a strong pitch at our last hearing that they were responsive to the CINC's, that Grenada had been a success despite some operational problems.

It is difficult to take issue with the Chiefs as to the specifics of what happened on Grenada. But I do think you could take issue based on the ideas that have been expressed here. We weren't really ready to interoperate before the Grenada planning started. There were communications problems. This committee and this subcommittee have heard about Grenada for years, before the U.S. intervention. Yet, if I understood you correctly, you had a map that didn't even have the runway on it that the Cubans had been building for years. That runway, to us, seems like a very high priority thing. It was a major factor in the concern of the administration about Grenada.

What I am leading up to is that there may possibly be some grounds for argument, that perhaps the users of your products need more input to your Agencies. Let me ask several questions about some measures that the subcommittee is considering. It is considering, for example, having the Chairman of the Joint Chiefs of Staff Review Agency charters periodically to assure they emphasize the combat support missions. Do you find anything wrong with that?

Mr. LATHAM. That would be fine to do that. In fact, the charter for the Defense Mapping Agency is right now undergoing minor re

visions to reflect some new reporting procedures, and so on, and things like that, and the Joint Chiefs are involved in that. So the charters are, in fact, periodically reviewed. The Defense Communications Agency charter written in the late seventies, but it's a charter, because of the transfer of certain responsibilities back and forth between JCS and DCA and OSD, that was revised several times. I think it has been revised as recently as 1984 for the latest version of the charter. I wouldn't have any problem with that at all.

Let me comment on your general thrust, though. The Defense Communications System that General Powers manages, I don't know how anything could be more responsive than having a CINC or some officer, wherever he is in the world, be able to pick up a phone, a secure phone in most instances today, and make a phone call to any place he wanted and be assured that the phone call is going to get through. Now, we can do that today, I will adm under peacetime conditions without a lot of stress in the syste without any trouble whatsoever. We have a system as good as the AT&T network we are part of. In terms of responsiveness on a dayto-day basis to the CINC's, you couldn't ask for better than what we have in the way of a Defense Communications System.

In terms of the mapping business, we have since the Grenada operation, tried to make sure now in all these_contingency planning activities services going on, that General Rosenberg's agency is brought into that planning process, or General Powers, as necessary, for whatever that operatio l planning is. And there were some recent exercises which were very real in terms of planning for contingencies, and, in fact, I personally talked to the Director of the Joint Staff. I talked to the J-3 of the JCS, and I said I want to make very sure that you guys have adequate maps, charts, and other things for whatever you are planning, and so on. And we talked about it and I was very assured that for the particular areas we were talking about doing the planning for, we had adequate products. So we have taken extraordinary steps to make sure things like that will not happen again if we possibly can do it.

Now, you will find we do not have every square inch of this Earth mapped with the 1-to-50,000 maps. We just can't get that done yet. That is an enormous job, but we are making progress on it.

General ROSENBERG. May I add to that, please? Mr. Chairman, with regard to that, I build my maps and charts, I spend my resources, in accordance with a JCS priority system, and even the military departments and other users are obliged to use that system. And as the Secretary says, because of resource limitations I can't map the whole world, and yet it is always the place where we needed a more up-to-date map, that was the one, after the fact, that we should have had.

Nonetheless, much of the Third World resides in the low-priority area. I have a lot of activities that go on to try to do something about it. My cooperative effort, through an organization I run called the Inter-American Geodetic Survey, that does cooperative efforts with 15 countries in Latin America, taking care of CINCSOUTH requirements, which in fact are lower priority in most of that part of the world, and although Central America certainly