asa-2-0 'MM789ROO2500130001 -0 Approved For Rel 0=8 .1 lwm4ft Staff Study: Transfer of Project Star Gate to the Armed Forces Medical Intelligence Center December 1992 STAR GATE 1 Approved For Release 2000/08/08 : CIA-RDP96-00789ROO2500130001 -0 Approved For Release 2000/08/08 'SM~1WrJeo.?R789RO02500130001 .0 ow 0 A.:d %- PC /NOV Table of Contents Page Objectives ............................................................ ....... ........ 3 Background ......................................................... ...... **,* 3 Approach ........................................................... ........ 5 6 Discussion ....................................................... ........ Conclusion .......................................................... ....... 10 Objectives and Action Items: Objective I - Physical Facility ................................................... 13 Objective 2. Security ........................................................... *- 15 Objective 3. Resource Management ........................................... 16 Objective 4. Personnel ............................................................. 17 Objective 5. Mission/Function Review ....................................... 18 Objective 6. Scientific Review .................................................. 19 Chronological Summary of Actions .................................................... 20 HIPWA /NOFORN/LIMDIS STAR GATE Approved For Release 2000/08/08 :dA-RDP96-00789ROO2.500130001 .0 Approved For Release Wffl8f . 789ROO2500130001 -0 as@@, OR7EM%90 1. Objectives a. (U) To determine the advantages and disadvantages of transferring the mission and resources of Project Star Gate from the immediate management and control of the Directorate for Scientific and Technical Intelligence of the Defense Intelligence Agency to the management and control of the Armed Forces Medical Intelligence Center. b. (U) To establish a plan for the transition of Project Star Gate to AFMIC, if such a transfer is approved. (See Enclosure) 2. Background a. (S/N*F/SG/LIMDIS) Since 1986, Congressional Committee action has authorized the Defense Intelligence Agency to pursue investigations into parapsychological phenomena. This action resulted from evidence of growing activity in paranormal research in the former Soviet Union and China, and from findings derived from DoD-sponsored exploratory research on this topic. The direction given in FY86 was for DIA to develop an operational capability in this area for the Intelligence Community. Twelve billets were authorized for this effort. b. (S/NF/SG/LIMDIS) In 1991 and 1992 Congressional direction reaffirmed DIA's responsibility for exploring parapsychological phenomena. One of the initial steps taken by DIA following the FY91 direction was to establish a limited dissemination (LIMDIS) project, codenamed Star Gate, to provide security and access control for this program. The project was housed in temporary facilities at Fort George G. Meade, Maryland. c. (SINF/SG/LIMDIS) In 1991, a two-year program architecture was prepared in response to a request from the Congressional Committees. An additional Long Range Comprehensive Plan was also developed for investigating parapsychological phenomena. This plan identified a broad r'" 'NOFORN/LIMDIS STAR GATE Approved For Release 2000/08/08 : &A-RDP96-00789ROO2500130001-0 Approved For Release-2 iffiRM-90789ROO2500130001 .0 L3 J.:J A_ JLX POWY6 range of research, foreign assessments, and in-house investigations that could be pursued during the 1993-1998 time-period. d. (S/NF/SG/LIMDIS) Starting with the 1991 Congressional guidance, Star Gate research objectives were clarified and broadened to include intelligence assessments of foreign research in this area, basic and applied parapsychological research, and in-house investigations into the possible operational applications of parapsychology. To assist in external research, $2 million was allocated in 1991 and 1992, and DIA was directed to provide 10 civilian billets for the overall effort. The external research resources initiated new research on sensitive neurophysiological measurements, and examined a variety of phenomenological variables. In-house activities included research support, both basic and applied, as well as operational project activities and foreign assessments. e. (S) The following language appeared in the FY93 House/Senate Defense Authorization Conference Report: (S) "The Senate amendment would authorize the Director of the Defense Intelligence Agency (DIA) to provide $.6 million from available resources for project Star Gate. The Senate report would direct the DIA Director to take all required actions to transfer this project to the Armed Forces Medical Intelligence Center to ensure that proper methodologies are pursued and to associate the program with highly qualified medical experts to provide synergistic relationship with other aspects of this field production activity (U) "The House would recommend no similar action. (U) "The House recedes with the following adjustment to the Senate action: (U) "Rather than direct DIA to transfer the project from its headquarters element to AFMIC, the conferees recommend that DIA study the issue of moving the project to AFMIC, and if the results of this study are that UA.:d"ft~OFORN/LIMD1S STAR GATE Approved For Release 2000/08/08 : tIA-RDP96-00789ROO2500130001 .0 Approved For Release 2000 gp6Op6fi~7MP?fi-gO789ROO2500130001 -0 ki %- AFMIC is a more appropriate setting for the project then DIA should initiate the transfer." 3. Approach a. (U) Both the Star Gate project and the Armed Forces Medical Intelligence Center (AFMIC) are under the management of the DIA Directorate for Scientific and Technical Intelligence (DIA/DT). In early October 1992, The DIA Director for Scientific and Technical Intelligence requested that both the Star Gate project manager and the Director of AFMIC discuss the possible realignment of the project to AFMICs management control and to prepare a transition plan for such an eventuality. In November 1992, after the above Conference Report language had been received, this tasking was modified to include preparation of a short study on the advantages and disadvantages of transferring Star Gate to AFMIC, in accordance with Congressional guidance. b. (U) Star Gate managers visited AFMIC on 9 October 1992 to brief senior AFMIC personnel on the project's mission and functions and to discuss the pros and cons of the proposed transfer. c. (S) On 14 October, senior managers at AFMIC, including the Center's Director, Deputy Director, Chief Scientist and the Chief of AFMIC's Life Science and Technologies Division met to discuss the advantages and disadvantages of the transfer. Of particular interest during this discussion was the issue of ensuring that a valid scientific approach is used during Star Gate project's research investigations. d. (U) On 22 October, the two senior personnel at Project Star Gate had a follow-up visit to AFMIC to complete the discussions which they had begun earlier in the month and to answer questions that had developed since the first meeting. e. (U) On 29 October, the Deputy Director of AFMIC visited the Star Gate facility at Fort Meade to meet the staff, to inspect the existing facility and to r4~ ----WWWN0FORN/L1MD1S STAR GATE Approved For Release 2000/08/08 SCIA-RDP96-00789ROO2500130001 -0 Approved For Release 2000/ fiffffiffi-R0789ROO2500130001-0 develop an impression of the needs of the project for physical security and office space. f. (U) Meetings and informal discussions were held throughout November and early December to develop pros and cons and to draft this required study regarding the proposed transfer. g. (U) A transition plan was developed to show key objectives and milestones in the event the decision is made to accomplish the transfer. This plan was written with the assumption that the official transfer would be implemented on or around I January 1993. 4. Discussion a. Based on the above meetings and discussions, the following points favor the transfer of Project Star Gate to AFMIC: (1) (S) Review of scientific methods used by the Star Gate project: If Star Gate were transferred, the scientific staff at AFMIC and the scientists in the US military medical research and development community who are associated with AFMIC would be available to examine the scientific approach used by the Star Gate project. The purpose of this examination would be to ensure that any experimental data have been developed in accordance with valid scientific methodology and will withstand scientific scrutiny. (2) (S) Availability of AFMIC professional staff support. Subordination of Star Gate to AFMIC would provide project personnel with direct and ongoing access to the AFMIC scientific staff. This staff consists of approximately 90 military and civilian personnel with extensive academic training in all aspects of the life sciences, many years of experience in medically related issues, and intelligence community experience. Becoming a part of this staff would mean that the project could obtain important assistance in some critical areas related to the overall Star Gate "iLiCiNi"NOFORN/LIMM STAR GATE Approved For Release 2000/08108 :"CIA-RDP96-00789ROO2500130001 -0 Approved For Release 2000 08808 iffffiffiff89ROO2500130001 -0 4WWO YIN FO' objectives. This assistance would include implementation, control, and evaluation of the investigatory aspects of the project and help with research into foreign capabilities and intentions related to the phenomenon under investigation. (3) (S) Availability of human use review capability at AFMIC: AFMIC has a Reserve officer attorney assigned as a mobilization augmentee. If the project is subordinated to AFMIC, this attorney can provide an annual assessment of the compliance of Star Gate project evaluations with relevant laws, executive orders, regulations and procedures regarding human use aspects of the project. This Reservist performed his most recent active duty assignment at AFMIC from 30 November to 11 December 1992. During this active duty assignment, he did preliminary work on such an assignment including a visit to the Star Gate facility, consolidation of applicable records on the human use issue and visits and discussions with the DIA General Counsel. (4) (U) Improved connectivity between Star Gate and the Research and Development community: AFMIC has an excellent relationship with the US military medical R&D community. In addition, AFMIC has a limited budget for external research and analysis on various topics in the life sciences. If the project were subordinated to AFMIC, these relationships and the results of these external studies would be of direct benefit to Star Gate project researchers. (5) (S) Common areas of research between Star Gate and AFMIC: AFMIC and Star Gate personnel share interests in broad aspects of life sciences, including human factors, physiology and human psychology. AFMIC is the production task monitor for any studies produced in DIA or at other S&T Centers on human factors research and engineering. There is also the possibility that the combination of AFMIC and Star Gate expertise could result in new avenues of analysis on foreign neuroscience research, enhanced learning performance, pattern recognition and decision making, and unusual biophysical effects. Consolidation of AFMIC and Project Star QW-iMW=-W-x%, /NOFORN/LIMDIS STAR GATE Approved For Release 2000108/08 7 CIA-RDP96-00789ROO2500130001 -0 Approved For Release 2000/08/08 . &M8JR0789ROO2500130001 -0 " A_~d /NOFO Gate would enhance overall analytical efforts in these common areas of interest. (6) (S) More secure working environment: Location on Fort Detrick can provide more security for classified research than the current Star Gate facility. Fort Meade is an open military post; Fort Detrick has controlled access through a guarded gate. The current Star Gate building is a sub- standard World War 11 pre-fabricated frame structure with a minimum ability to store classified materials or to house secure communications or automated systems. AFMIC is in a Secure Compartmented Information Facility in a modem building (constructed in 1985-86), with full capability to store SCI materials and to have available the full range of intelligence sources and communications methods needed by Star Gate intelligence researchers. (7) (U) Improved access to intelligence community databases. Collocation of Star Gate personnel at AFMIC would result in their access to SAFE, which would enable them to receive message traffic and use the large scale intelligence databases which reside on this system. (8) (U) Access to the in-house DIA electronic mail system. Star Gate Project connectivity to DIA headquarters is limited to commercial telephone and facsimile service. This does not provide the degree of day- to-day contact that is required for project personnel to conduct business with their headquarters. This would change if Star Gate were assigned to AFMIC. AFMIC already has indirect access to DIA's Higgins electronic mail system. This system is the main method of written classified and unclassified in-house communications within DIA. Full Higgins access will arrive at AFMIC early in calendar year 1993. (9) (U) More flexible funding of Star Gate requirements: The Star Gate project has a very unstable funding history, based on a varying degree of Congressional support and several changes in the operational subordination of the project. Although AFMIC's budget is small-- less than 100 assigned NOFORN/LIMDIS ft~*/ STAR GATE Approved For Release 2000/08/08 : tIA-RDP96-00789ROO2500130001-0 Approved For Rel44VW/%op6f*,NM.#0789ROO2500130001-0 personnel and a $5 million budget- it is still about ten times larger than the Star Gate program. As a result, AFMIC could even out variations in the Star Gate funding and provide needed stability for project personnel. b. The following points would recommend against the transfer of Project Star Gate to AFMIC: (1) (S) Star Gate methods might damage AFMIC's credibility: Some AFMIC managers expressed the concern that AFMIC's consumers might regard AFMIC's products as less credible if they believed that data derived from parapsychological experiments were used as the basis for AFMIC's analytical conclusions. (2) (S/NF/SG/LIMDIS) Concern of a repeat of "Yellow Rain" controversy: In the early 1980's AFMIC assessed that the Soviets were testing so called "yellow rain" mycotoxins (biological agents) in Southeast Asia. This analysis, which has recently been shown to be substantially correct, was the subject of much controversy in the press and at the highest US government levels. There were some very influential critics of this analysis, and the ensuing controversy consumed AFMIC's time and energy. This controversy was also perceived by some AFMIC staff and managers as a threat to the Center's reputation, funding and continued operation. Parapsychological research is also controversial and difficult to prove to critics, and could become and issue which would be reminiscent of the yellow rain episode. (3) (U) Physical move of Star Gate to Fort Detrick will probably be difficult to fund: Most of the points in favor of consolidating AFMIC and Star Gate make the assumption that these organizations could be collocated. This may be feasible in the long term, but funds will probably not be available to make this physical transition in the next two years. (4) (S/NF/SG/LIMDIS) There might be a loss of key researchers: Star Gate relies on individuals who are unusually gifted in specific areas of -"~ft4"/NOFORN/LIMDIS STAR GATE 9 Approved For Release 2000/08/08 : CIA-RDP96-00789ROO2500130001-0 Approved For R I A0 - RDP96-00789 ROO 2500130001 -0 &TWDIS research. These skills are difficult to measure and even more difficult to recruit. It is likely that at least one of the present researchers will be unable to move if Project Star Gate relocates to Fort Detrick. (5) (U) ne current layout of Star Gate facilities at Fort Meade is ideal: Although the Star Gate facility is housed in old buildings with poor security aspects, it is the opinion of the project manager that the Fort Meade facility is ideal for conducting the types of assessments that are accomplished by the project. It is uncertain that similar office space could be found at Fort Detrick. (6) (SI.NF/SG/LIMDIS) The move might damage the morale of some key 12ro-jecLl2ersonnel: The emphasis of Project Star Gate has been on investigations into anomalous phenomena. Much of this research has uncertain value if viewed solely from the perspective of traditional intelligence production. Some current project personnel are concerned that if the project is subordinated to AFMIC, the main emphasis of the project could be shifted from these investigations to more traditional foreign intelligence research and the production of finished intelligence studies. In addition, some of these researchers are admittedly untrained to work as intelligence analysts. 6. Conclusion: a. (U) There would be overall value added from the transfer of Project Star Gate to the Armed Forces Medical Intelligence Center. b. (U) The best value to be gained from consolidation would be if Star Gate were physically moved from Fort Meade to Fort Detrick, so that Star Gate researchers could be collocated with the medical research and development community and so that the project could receive the administrative support and oversight that it needs. Y% WIN --1.~"iF6~N0F0RN/L1MD1S STAR GATE 1 0 Approved For Release 2000/08/08 : CIA-RDP96-00789ROO2500130001 -0 Approved For R asa 20001 Cl~-RDP96-00789ROO2500130001 -0 I -061 mMDIS c. (U) Both AFMIC and Star Gate are already under the operational control of the Director for Scientific and Technical Intelligence of the Defense Intelligence Agency (DT), and both functions should remain under DT. Based on this responsibility, DT should have the authority to proceed with this consolidation and the authority to periodically review this decision to determine if management changes are required to improve the Defense Intelligence Agency's support to the Star Gate project. NOFORN/LIMDIS STAR GATE Approved For Release 2000/09/68 : CIA-RDP96-00789ROO2500130001 -0 Approved For Release 2000/08/08 : CIA-RDP 0789ROO2500130001 -0 -- -- -- 0 Oww 0 F 0 R N / L I M M-9 Implementation Plan for Transfer of Project Star Gate to AFMIC Enclosure -ROM"'NOFORN/LINIDIS STAR GATE Approved For Release 2000/08/09:?CIA-RDP96-00789ROO2500130001 -0 Approved For Release 2000/08/08 : Ql,~-R?J, ?~0789ROO2500130001 -0 OEJ - /NOFORN LI Objectives and Action Items: Objective 1. Physical Facility- Ensure that personnel assigned to Project Star Gate have a safe and habitable work place. Ensure that there is adequate accountability of the physical property assigned to the Project, including office supplies and equipment, computer hardware and software, and other items. Plan for the required FY94 physical move of Star Gate personnel from their existing buildings to another site, either at Fort Meade or at an alternative location. Action Item la: Conduct safety and habitability inspection of Project Star Gate facility and provide results to Director, AFMIC. Action Office: Chief, DT-S Coordination: Fort Meade Safety Officer AFMIC Safety Officer Completion Date: 28 February 1993 Action Item lb: Obtain copies of any existing support agreements between Project Star Gate and the Army/Fort Meade. Action Office: MIC-3 Coordination: Completion Date: Chief, DT-S 28 February 1993 Action Item 1c: Review Project Star Gate Property Book procedures. Prepare a short written summary of any needed corrective actions. Action Office: MIC-313 Coordination: DT-S Property Book Officer Completion Date: 28 February 1993 Action Item Id: Discuss availability of office space at Fort Detrick with the Fort Detrick Post Commander. Action Office: MIC Coordination: N/A Completion Date: 28 February 1993 /NOFORN/LIMDIS STAR GATE Approved For Release 2000/08/081: bA-RDP96-00789R002500130001 -0 Approved For Relgile &WWbl~*LFfWffig)0789ROO2500130001-0 0 1__jX_1_1 Action Item le: Discuss availability of office space at Fort Meade with appropriate Fort Meade officials. Action Office: Chief, DT-S Coordination: Completion Date: MIC 28 February 1993 Action Item lf: Evaluate costs of expanding AFMIC Building (Building 1607, Fort Detrick) to accommodate Star Gate personnel. Develop GDIP Program package -for submission in next GDIPP. Action Office: MIC-313 Coordination: DTI-3E Completion Date: 31 March 1993 Action Item 1g: Identify PCS funds for relocation of Star Gate personnel . Action Office: DTI-3E Coordination: OC and MIC-313 Completion Date: 31 March 1993 "1,%_WN"N0F0RN/L1MD1S STAR GATE 14 Approved For Release 2000/08/08 : CIA-RDP96-00789ROO2500130001 .0 *.§0789ROO2500130001 -0 Approved For ReW,&ie1W/F4W]kf6fMf Objective 2. Security-- Conduct an informal security review of Star Gate. If a more detailed follow-up is needed, request that DIA headquarters conduct an inspection of security aspects related to Project Star Gate including classified materials, physical security, automation security, and communications security. Review personnel security records to ensure that all project personnel are cleared and indoctrinated in accordance with DoD and DIA regulations. Evaluate the need to establish or change any special security'controls governing access to this project. Action Item 2a: Conduct an informal working level inspection of security aspects related to Project Star Gate. If needed, request that DIA headquarters assist with a more detailed inspection or with coffective measures. Action Office: MIC-3A Coordination: Star Gate Security Officer DIA/DPS (As required) Completion Date: 28 February 1993 Action Item 2b: Evaluate the need to establish or change any special security controls governing access to this project. Action Office: MIC Coordination: DT Completion Date: 30 June 1993 NOFORN/LIMDIS STAR GATE 1 5 Approved For Release 2000/08/08 : CIA-RDP96-00789ROO2500130001 -0 Approved For R Lniq~bIWLqRM~g)0789ROO2500130001 -0 .1~1 Objective 3. Resource Management- Ensure that the existing FY93 financial plan for Star Gate will provide adequate funds to meet the legal, regulatory and Congressionally-directed obligations of this program. Evaluate the existing financial plan including funds for civilian pay, benefits, overtime, awards, training, supplies, equipment, travel, contracts, base operations, and other costs. Ensure that General Defense Intelligence Program (GDIP) planning and programming has been completed for FY94 and outyears and that the Project has developed a plan of action to correct existing shortfalls. Action Item 3a: Obtain and review FY93 financial plan for Project Star Gate. Summarize any shortfalls and prepare any needed justifications and impact statement for appropriate action by DIA/DTI-3. Action Office: MIC-313 Coordination: DT-S Completion Date: 28 February 1993 Action Item 3b: Obtain and review FY94-99 GDIPP for Project Star Gate. Summarize any shortfalls and prepare impact statement for appropriate action 'by DIA/DTI-3. Action Office: Coordination: Completion Date: MIC-313 DT-S 28 February 1993 L,JL.:, 1-____/N0F0RN/L1MDIS STAR GATE 1 6 Approved For Release 2000/08/08 : CIA-RDP96-00789ROO2500130001 -0 Approved For Re"JJW;~W,61i*MfA.§0789ROO2500130001-0 Objective 4. Personnel- Review manpower management and personnel management aspects of the Project, including accuracy and validity of the manning document, the existence of valid DIA position descriptions, performance standards, appraisals and the proper assignment of personnel. Ensure that time and attendance procedures are in place in accordance with DIA regulations and procedures. Determine if there are any outstanding personnel actions which remain unresolved, such as temporary assignments, grievances, complaints or appeals. Action Item 4a: Obtain and review manning document, position descriptions, performance standards, plans, appraisals, and individual training plans. Take action to consolidate AFMIC and Star Gate manning documents. Action Office: Coordination: Completion Date: MIC-313 DT-S and DTI-3E 28 February 1993 Action Item 4b: Review procedures used by Star Gate administrative personnel to account for employee time and attendance. Take corrective action as required. Action Office: Coordination: Completion Date: MIC-313 DT-S and DTI-3E 31 March 1993 Action Item 4c: Determine if there are any outstanding personnel actions which remain unresolved, such as grievances, complaints or appeals. Take corrective action as required. Action Office: Coordination: Completion Date: MIC-313 DT-S and DTI-3E 31 March 1993 ./NOFORN/LIMDIS STAR GATE Approved For Release 2000/08/081 61A-RDP96-00789ROO2500130001 -0 Approved For Re ase 2n R6?bfIoLqRffl~~P0789ROO2500130001-0 Objective 5. Mission/Function Review-- Conduct a zero-base review of the accomplishments, missions, functions and responsibilities of Project Star Gate and the duties of personnel assigned to the Project to evaluate the Project's satisfaction of the requirements of intelligence consumers and compliance with Congressional intent. Evaluate AFMIC's mission, functions and organizational structure to determine the most efficient and effective way to permanently consolidate Project Star Gate within AFMIC. Establish a clear mission and function statement and supporting goals and objectives for Project Star Gate. Ensure that the organizational structure, the duties of assigned personnel and the allocation of resources support these purposes. Action Item 5a: Review and update the mission and function statement and supporting goals and objectives for Project Star Gate. Evaluate AFMIC's mission, functions and organizational structure to determine the most efficient and effective way to consolidate Project Star Gate within AFMIC. Action Office: MIC Coordination: DT, DT-S Completion Date: 30 June 1993 Action Item 5b: Review and amend the intelligence production schedule of Project Star Gate. Action Office: Coordination: Completion Date: MIC-B DTI-3B and DT-S 30 June 1993 Action Item 5c: Review tasks being perfori-ned by Project compliance with laws, regulations and Congressional intent. changes to comply with external guidance. Action Office: MIC Coordination: DIA General Counsel Completion Date: 30 September 1993 ~&"NOFORN/LIMDIS Star Gate to ensure Make any needed STAR GATE Approved For Release 2000/08/08 1 81A-RDP96-00789ROO2500130001 -0 Approved For Regii4igW6~bF*LqRMK0789ROO2500130001 -0 Objective 6. Scientific Review- Establish a scientific external review of these activities to ensure that they conform with valid scientific experimental procedures. Action Item 6a: Take steps to establish a scientific external review of Star Gate activities to ensure that they conform with valid scientific experimental procedures. Action Office: Coordination: Completion Date: MIC (Chief Scientist) MIC-5, DT-S 30 September 1993 LVjhftM~6WN0F0RN/L1MD1S STAR GATE Approved For Release 2000/08/081 81A-RDP96-00789ROO2500130001 -0 Approved For ReAj" f3~bl&#LFJRffiqg)0789ROO2500130001 -0 chronological Summary of Actions 28 February 1993 Action Item la: Conduct safety and habitability inspection of Project Star Gate facility and provide results to Director, AFMIC. Action Office: Chief, DT-S Coordination: Fort Meade Safety Officer AFMIC Safety Officer Action Item 1b: Obtain copies of any existing support agreements between Project Star Gate and the Army/Fort Meade. Action Office: MIC-3 Coordination: Chief, DT-S Action Item 1c: Review Project Star Gate Property Book procedures. Prepare a short written summary of any needed corrective actions. Action Office: MIC-3B Coordination: DT-S Property Book Officer Action Item ld: Discuss availability of office space at Fort Detrick with the Fort Detrick Post Commander. Action Office: MIC Coordination: N/A Action Item le: Discuss availability of office space at Fort Meade with appropriate Fort Meade officials. Action Office: Chief, DT-S Coordination: MIC Action Item 2a: Conduct an informal working level inspection of security aspects related to Project Star Gate. If needed, request that DIA headquarters assist with a more detailed inspection or with corrective measures. Action Office: MIC-3A Coordination: Star Gate Security Officer DIA/DPS (As required) Action Item 3a: Obtain and review FY93 financial plan for Project Star Gate. Summarize any shortfalls and prepare any needed justifications and impact statement for appropriate action by DIA/DTI-3. C4~ ....""NOFORN/LIMDIS STAR GATE Approved For Release 2000/08108 ~ 81A-RDP96-00789ROO2500130001 -0 Approved For RaiaasA 20 RMM0789ROO2500130001 .0 " I" t~-Q' 0/ ft~lwq Action Office: MIC-313 Coordination: DT-S Action Item 3b: Obtain and review FY94-99 GDIPP for Project Star Gate. Summarize any shortfalls and prepare impact statement for appropriate action by DIA/DTI-3. Action Office: MIC-313 Coordination: DT-S Action Item 4a: Obtain and review manpower and personnel documentation including manning document, position descriptions, performance standards, plans, appraisals, and individual training plans. Take action to consolidate AFMIC and Star Gate manning documents. Action Office: MIC-313 Coordination: DT-S and DTI-3E 31 March 1993 Action Item If: Evaluate costs of expanding AFMIC Building (Building 1607, Fort Detrick) to accommodate Star Gate personnel. Develop GDIP Program package for submission in next GDIPP. Action Office: MIC-313 Coordination: DTI-3E Action Item lg: Identify PCS funds for relocation of Star Gate personnel . Action Office: DTI-3E Coordination: OC and MIC-313 Action Item 4b: Review procedures used by Star Gate administrative personnel to account for employee time and attendance. Take corrective action as required. Action Office: MIC-313 Coordination: DT-S and DTI-3E Action Item 4c: Determine if there are any outstanding personnel actions which remain unresolved, such as grievances, complaints or appeals. Take corrective action as required. Action Office: MIC-3B Coordination: DT-S and DTI-3E /NOFORN/LIMDIS STAR GATE 21 Approved For Release 2000/08/08: CIA-RDP96-00789ROO2500130001.0 Approved For RQW-cii W~ffl kF44-REW00789R002500130001 -0 LJJL.:J%-Ax 30 June 1993 Action item 2b: Evaluate the need to establish or change any special access security controls governing this project. Action Office: MIC Coordination: DT Action Item 5a: Review and update the mission and function statement and supporting goals and objectives for Project Star Gate. Evaluate AFMIC's mission, functions and organizational structure to determine the most efficient and effective way to consolidate Project Star Gate within AFMIC. Action Office: MIC Coordination: DT, DT-S Action Item 5b: Review and amend the intelligence production schedule of Project Star Gate. Action Office: MIC-B Coordination: DTI-3B and DT-S 30 September 1993 Action Item 5c: Review tasks being performed by Project Star Gate to ensure compliance with laws, regulations and Congressional intent. Make any needed changes to comply with external guidance. Action Office: MIC Coordination: DIA General Counsel Action Item 6a: Establish a scientific external review of Star Gate activities to ensure that they conform with valid scientific experimental procedures. Action Office: MIC-CS Coordination: MIC-5, DT-S "J"~"&nUN0F0RN/L1MDIS STAR GATE J 2 Approved For Release 2000/08/0 :CIA-RDP96-00789ROO2500130001-0