EXTERNAL VIEWS AND PERCEPTIONS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00379R000100200010-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 4
• Document Creation Date: December 27, 2016
• Document Release Date: August 27, 2012
• Sequence Number: 10
• Content Type: MISC

Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200010-2
EXTERNAL VIEWS AND PERCEPTIONS
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The following is a series of comments developed with
Assistant on the staff also participated in the meeting.
General Observations - (Relative to conversations with Office
Directors and Heads of Independent Offices)
They do not ever see all the faces of OL - they only
experience bits and pieces of our service and support.
? They only have a small view of what OL does.
The Directorate receives fine attention across all
components.
When OL response is good, most complaints are going through
the system rather than directly to Mr. Fitzwater. This is a
positive indicator.
When OL response is not good, component complaints go
directly to Mr. Fitzwater. This is a negative indicator.
on 22 July 1985 regarding the St 11 dv of OL's Service Environment
and Ways to Enhance OL's Image. Logistics
Architectural Design and Renovation
It takes too long to get things designed and constructed.
G.S.A is gone - realize we are in a transition stage -
design is being done by DICON and in-house staff.
DICON performs work as given to them - one time they did
not do the electrical work and had to come back and do
it. (Indication of lack of oversight and control.)
? HOME Problem Area - Multi-faceted project
Work orders are written for one each facet of construction.
Single trade shops arrive to accomplish their kind of
work only.
Example - The suspended ceiling in the first floor Public
Affairs area fell in.
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200010-2
 Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200010-2
The shops said they fixed it - (i.e., the suspension
system) - they had not replaced the ceiling tile - they
could not and did not replace the lighting fixture.
They came back many times to finally finish the job.
When different trades are required, the job never gets
done without frustration and recriminations.
Coordination and follow-up is necessary..
performance is always outstanding.
Some of the other project monitors do not follow-up
and respond to the client as follows:
"If it's on the drawings it will get done"
"We gave it to Allied to do"
"They (Allied) don't come back to us (HOME) to tell
us posture or progress".
Clients in the office being modified want to be informed
more by the HOME project officer regarding the status of
what is or is not going on during the process of the
project.
Responsiveness in Headquarters by Allied Corporation is
very good and getting better.
? External Building Support
Support in external buildings is bureaucratic and poor.
Audit Staff, Key Building - Example - 7000 sq. ft.
renovation. G.S.A. delayed project for 60-90 days and
then indicated they could not do it. OL awarded direct
contract and finished project in June 1985 - RECD took
over the project in December 1984.
OGC Vaulting Project Example.
HOME initial estimate of $25,000 - six months lost in
the interface process - had to be resubmitted for this
fiscal year - took 3 more months to determine the new
estimate of $77,000 - status today, client will not
spend $77,000 for this work, DCI will not fund, stale-
mate.
Perceptions -
Client still does not understand who organizationally
in OL actually did it, and, why does it take 8 to 9
months to come up with a realistic and reliable cost
estimate?
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200010-2
 Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200010-2
SECRET
Perceptions -
OGC Drivers' Complaints
Upset they can't earn more money on overtime.
Tendency to gripe about getting fair share of overtime.
OGC does not tend to sympathize with their position.
Parking
Feeling OL was offered additional land for parking and
turned it down and saying is wasn't needed.
Now it is desperately needed.
Perception is, OL did not obtain adequate parking when the
building was acquired.
? OL need for Public Relations
Let people know more about some of the more complex things
OL does such as the new building - procurement process -
unique supply functions - unique engineering functions -
and etc.
The overall Agency has not been educated enough about OL.
OL is not only people who move furniture and clean bath-
rooms.
People in general are seeing the little things and missing
the big picture and blaming OL for the little things and
some of the things OL is not involved with.
OL is getting blamed whether they are involved, not
involved, or should be involved.
A perfect example of the above rationale is OL being
constantly blamed for space problems when the decision-
making relative to space and its management is elsewhere
in the Agency organization.
OL Communications Medium.
? OL HOME Notes tell you what to expect and gives you answers.
Give your public relations message without appearing to do
so.
I.e., provide status reports on the new building - parking
- on technical things and etc.
Provide such information such that it is understood that
the OL function is not as easy a job to do as people
think.
Provide a subliminal message rather than "tooting one's
horn".
3
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200010-2
 Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200010-2
SECREY
Regarding DDA Statements in the Auditorium
Provide more insight and understanding of yourselves by
making more clarifying distinctions between how you may
be seen and how you should be seen as evidenced in some
recent statements by Mr. Fitzwater as follows:
"DDA as the Housekeepers of the Agency"
"That's what you see, but that's not what you get"
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200010-2