SUMMARY -- OFFICE OF GLOBAL INTELLIGENCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00379R000100200012-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 2
• Document Creation Date: December 27, 2016
• Document Release Date: August 27, 2012
• Sequence Number: 12
• Content Type: MISC

Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200012-0
Summary -- Office of Global Intelligence
General:
The two most important items in the DDI: personnel matters
and logistics.
OL gives OGI one, fairly junior logs officer. OGI in HQ Bldg
is 1/2 again as large as area divisions, but area divs have more
than one logs officer.
Overall impression: Unfavorable. "Need better PR to overcome."
. PD DeoDle seem to consider themselves pseudo-lawyers:!
system.
Specific problems:
Procurements of supplies $ equipment extremely slow except
small-pure ase orders.
Furniture procurements slow, and inconsistent/incompatible
with timing of other actions. Takes 120 days to obtain -- and
cannot order until final drawings recd from DICON. "Tail wagging
dog" -- renovations complete long before furniture arrives.
Triple inconvenience: renovations around people; movement of
temporary furniture; movement of new furniture.
Contracting for commercial conference facilities very poor.
Four components complained that PD reps called the day of
the conference saying they didn't have a contract. OGI feels
requests are being buried somewhere and that PD-ha-s.-no-tickler
W question the costs for lunch, etc. at contere llqa taciliti
. Contracts are getting to the contractor late; vendors
receiving payments later than 30 days. OL's credibility
diminished in eyes of OGI; OGI's and Agency's credibility
diminished in eyes of vendors.
Architectural services for renovations "not good." HOME/DICON
design staff/client interface is not correct, not working, and not
synchronized. Coordination and control between architectural
staff and DICON nonexistent or ineffective. DICON appears 4 or 5
times for the same thing. Seems customer deals with two separate
elements who aren't effectively talking with each other; customer
has to coordinate.
Construction/renovations project officers not providing enough
feedback on progress. The client is having to keep the project
officer-informed; informed; "OL is not on top of it."
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200012-0
 Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200012-0
SECRET
OGI Summary (cont'd)
How improve:
Assign higher graded, more experienced persons, especially in
one-person log offices.
Procure large orders, say over $100,000, directly.
Make an amendment for a variance and pay the original bill instead
of holding it up.
Call the contractor directly to resolve the problem.
Give feedback.
ab~
Specify who does what in design (Archtural design staff or
25X1 design staff?), furniture ordering, layout, and
acquisition.
Make actions compatible with other associated ones.
Establish policy on questions such as allowable charges for
lunch. Have D/L resolve if necessary (one issue got to the GC).
Svcs best understood: Building cleaning/heating/air conditioning;
space renovations; motor pool services.
Svcs least understood: Property accountability/control;
procurement purc asing process (why does it take so long?).
How communicate better:
Provide better understanding of what we do, how and why we do
25X1 ' it; e.g., et al briefed on parking and the new building
at OGI staff meeting..
Use Logs bulletins and newsletters to communicate OL support.
Have D/L brief CTs (D/C $ D/F do).
Participate in EOD orientation course.
1
Add extra day to Logs Conf to give overview of OL; bring in MG
officers and others from a cross-section of Agcy components. If
not at Logs Conf, do in HQ Aud.
SECRET
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200012-0