OPTIONS FOR CIVILIANS JOINING SUN STREAK

• Document Type: CREST
• Collection: STARGATE
• Document Number (FOIA) /ESDN (CREST): CIA-RDP96-00789R002100300003-3
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 3
• Document Creation Date: November 4, 2016
• Document Release Date: May 17, 2000
• Sequence Number: 3
• Publication Date: August 30, 1985
• Content Type: MFR

Approved For Release 2000/08/08: CIA-RDP96-007898002100300003-3
Memorandum for Record
Subject: Options for Civilians Joining SUNSTREAK
1. First, some questions need to be answered.
30 Aug 85
a . Flow many positions will we have and what will be the
distribution, i.e., number of operational personnel, number of
analysts, number of support personnel?
I believe it has been decided that SUNSTREAK will have 12
spaces. This leaves the question of distribution, to include
the number of civilians and the number of military.
b. What are our recruitment sources, i.e., current
.intelligence personnel, recent college graduates, retired
military with an intelligence background, etc.?
The answer to this question depends greatly on the ansu~er to the
screening problem.
c. How are we .going to screen candidates without divulging
classified information to those who are not read on and those
who have no clearances ( this also brings up the time frame
involved in uncleared personnel obtaining clearances)? What are
the screening procedures going to include?
I will prepare a separate paper concerning screening of
candidates, potential sources, etc. One of the areas we want to
avoid is having "the world" recruit for us, i.e., having people
come to us saying they told someone about us and they really
want to work for us, or someone is really good at doing that
kind of thing and we should hire them, or someone' s daughter,
friend, etc. really thinks this is neat and we must hire that
person. We have already experienced problems in this area, so
we need to take proactive measures. Remember, once you have
hired a civilian you have a really tough time removing them.
One impartant step to include in the screening process is a
personal psychological interview.
2. Position descriptions must be established for the civilian
positions. Here 4ve have a couple of options. Une point I think
should be made is that we should attempt to have them written as
Intelligence Operations Specialists, GS-132 series. We cannot
continue to bring civilians on board into GS-301 mixed bag jobs,
using bogus job sheets. The civilians must be given credit for
what they are doing in the intelligence collection field. The
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performing duties of
more
responsibility)
to GS-9
(two
years
in
training, GS-5 thru
GS-7,
operational at
GS-9).
Then
let's
say
position descriptions can probably be written in an unclassified
format and not actually mention the technology involved.
However, we still have the option of writing classified position
descriptions. If we decide that some personnel will be brought
in at a trainee level (GS-5), and same people, because of
background and qualifications can be brought in at a higher
level (GS-y thru GS-12), we have to produce position
descriptions at each level, using the most appropriate when
recruiting. For instance, let's say that the highest grade is
GS-12, and we would like to hire 1 college graduate with no
experience. 4t'e would bring that person in as a GS-5 and provide
the opportunity for non-competitive promotion (automatic with 1
yr. in grade and satisfactory performance showing success in
we want to bring on a retired military candidate (officer or
enlisted) and his past experience qualifies hire as a GS-132-1I.
That person could be hired as GS-11, optimum 12 (a GS-12
positior7 would be downgraded to GS~-11 for recruitment
purposes). Or let's say that the person is qualified as a
GS-11, but not far the 132 series. Back to GS-5, optimum 9.
Then we have a candidate who is a current Intelligence
Operations Specialist, GS-132-12 and is interested in being
reassigned to the unit. Reassign at the GS-12 level. Anyone
who is brought into the program at the lower grade with
non-competitive to GS-9 or GS-11 will still Y~ave an opportunity
to compete for the GS-12 because, let's face it, somebody will
leave. It may also be done non-competitively if no one leaves
by adding additional responsibilities through job "evolution"
(this will be touchy). Also keep in mind that some of the
civilians hired should be analysts and these could probably be
GS-132-12 jobs (optimum grade). I would suggest that we bring
the analysts in no lower that uS-11; however, we still have the
option of recruiting at the GS-5 level, with optimum
non-competitive promotion. This would also give operational
collection personnel an opportunity to switch to the analyst
jobs for promotional purposes and for additional
experience/qualifications. In order to accomplish these things,
we need to have one dedicated Staffing Specialist/Classification
Specialist in tide CPO who is/are read into the program.
3. The above is leading to needing a career program for the
civilians so they have an opportunity to advance in grade and
responsibility. No one is so dedicated as to be perfectly
content to sit in a job forever with no opportunity for
advancement. This means we need to do some coordinati
the Directorate for Tr i ifically,
They also nee o e rea on.
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4. Next point. In line with the DIA organization, we must
seriously consider having a civilian in the upper echelon of
command (first line supervisor), both for continuity purposes
and for promotion potential.
5. Then, after we have taken care of the operational personnel,
I think we should consider re-writing the Secretary job sheet to
Administrative Assistant, GS-301-7.
Special Programs Officer
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