EXTERNAL VIEWS AND PERCEPTIONS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00379R000100200013-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 8
• Document Creation Date: December 27, 2016
• Document Release Date: August 27, 2012
• Sequence Number: 13
• Content Type: MISC

Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200013-9
EXTERNAL VIEWS AND PERCEPTIONS
The following is a series of comments developed with Bob
Chief, Administrative Staff, Office of Global
regarding the Study of OL's Service Environment and Ways to
Enhance OL's Image. The questionnaire was not filled out, but
its structure was used as a basis for departure for the
following results of the discussion.
Intelligence, C/AS/OGI, in a meeting held on 10 July 1985
1. OL Services Provided
a. Procurement of Supplies and Equipment.
b. Contracting for Services.
c. Contracting for Conferencing Facilities.
d. Architectural Services for Renovations.
e. Interior Design Support.
f. Moving Support.
g. Transportation Support.
h. Cleaning of Space.
i. Construction and Renovation of Space.
2a. Procurement of Supplies and Equipment
Extremely slow in getting what is ordered except small
purchase orders.
It takes 120 days to obtain furniture.
? You cannot order furniture until final drawings are
received from DICON.
? Its like the "tail wagging the dog" with renovations
complete long before furniture arrives.
? Now there is a triple inconvenience:
Renovations around people.
Movement, placement, and use of temporary furniture.
Then movement again for new furniture.
? There appears to be a break down in how furniture is
ordered.
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200013-9
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The whole furniture procurement system is
extraordinarily long, slow, and not consistent or
compatible with the timing and implementation of OC, OS,
or other OL actions.
The OL Excuse:
25X1
25X1
It was ordered through GSA.
GSA accumulates multi-agency orders and orders from
vendors in large cost packages.
Vendors accumulate multi-government orders for
larger package procurement and delivery.
? Why can't the Agency (PD/OL) procure large orders of
furniture, $100,000 and above, directly?
Compatability of all actions in making changes should be
made as smoothly as possible.
2b. Contracting for Services
OL responsively provides 100s numbers for repair of
equipment. The system works well.
2c. Contracting for Conferencing Facilities
Contracting for rental of commercial conferencing
facilities is very poor.
? Have had direct dealings on these matters with
of PD/OL.
? Findings:
Have received four OGI component complaints re PD/OL
representatives calling the day of the conference
informing "we don't have a contract".
OGI submitted requests months in advance.
OGI feels requests being buried somewhere.
OGI feels there is no PD/OL tickler system.
OGI Perception
Appears that people in that particular office
consider themselves pseudo-lawyers.
They question the costs for lunch and etc. TAe_Y__
_eye o?+ n involved in one of
these issues.
AECCKr.T
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Such questions should be bucked to the D/L level.
What is the policy on lunch since we have it?
Along with lateness due to above, they are
getting the contract to the contractor late.
Vendor receiving payments later than 30 days.
Vendor saying they don't want to do business
with the agency.
If vendor adds something into the bill that was
not in the contract, PD will tell you about it
and "pigeon hole it".
Why not pay off on the original bill, make an
amendment for the variance, and not hold it up?
Why not pick up the. telephone and speak directly
with the contractor to resolve the problem?
Examples:
Office of Security Approved facility for classified meetings
OGI used Airlie House three specific times.
Contracts were not ready.
Once - contract not in place.
Twice - contracts were not going to be there.
In the latter instances, C/AS/OGI sent his secretary
to pick up and deliver contracts.
Spinoff Effects:
Credibility diminishing by OGI toward OL.
Credibility diminishing by Airlie toward OGI.
Airlie credibility toward agency reputation
suffering.
Mr. Casey wants more external conferencing.
At times he has called 5 times a day re above.
He wants lots of outside conferencing with academia.
He wants conferencing exposure to a diversified
conglomeration of all types of run-of-the-line
analysts and every facet of analysis.
Mr. Casey recently chaired a conference at the
Washington Hilton for 12 Under Secretaries.
In view of DCI external conferencing interests:
OGI is extremely interested in non-Agency
conferencing.
OGI is establishing a full-time conference
management position.
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Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200013-9
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75X1
25X1
2d. Architectural services for renovations
Architectural design services performed for small scale
and major scale renovations.
OGI views such services as "not good".
In-house design staff--supervised by Davis under Ainslie.
Coordination between architectural staff and DICON is
ineffective.
In many instances there is no coordination and no
control.
DICON appears 4 to 5 times for the same thing.
DICON supposedly given lists by 0 to do things and
Yet indicate that nothing can be done
by DICON unless coordinated by DICON with
Perhaps a young architect should not be supervising
DICON in the trailer.
Not very good management coming out of our offices in Hq
building in managing DICON.
It seems like the customer is dealing with two separate
elements who are not entirely or effectively talking
to each other but both talking to the customer.
It seems like the customer has to coordinate the above
two elements together.
The DICON/HOME Design Staff/client interface is not
correct, not working, and not in synchronization.
2e. Interior Design Support
It is confusing to understand the delineation of
functions between the Architectural Design Staff and
Design Staff.
No one appears to have the handle on who orders
furniture, Carol or the Architectural Design Staff?
uestion: Who does what in design, ordering of
furniture, layout, and actual acquisition?
2f. Moving Support
? Receiving and delivering by movers is excellent.
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Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200013-9
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25X1
25X1
is outstanding.
People a re excellent.
They call you--give you notice--give you feed back.
Very impressed.
2g. Transportation Support
? Motor Pool very, very good support.
They call you back--double check--keep you posted.
Have gotten calls from HOME asking about service--
was it done?--were you satisfied?
Before now, some services lacked interpersonal skill.
2h. Cleaning of Space
? Allied Corporation performance outstanding.
Wrote letter of commendation to Allied Cleaning lady
from Office of Director and sent copy to D/L.
2i. Construction and Renovation of space.
Observation--perhaps too soon to be objective, but
appears not to be very good.
P jec~ officers to each project not getting enough
feedback to client on progress.
It is project officer's job to control and coordinate
project completion date across OL, OC, OIT, and OS
renovations.
Project officer should also coordinate trades.
Why doesn't the project officer play a more active role
and pull all aspects of the project together?
Rather than the project officer keeping the client
apprised, the client is having to keep the project
officer apprised.
Everything appears to be coming from the client's
direction -- "OL is not on top of it."
3. How to Improve 0/L Services.
0 See comments in paragraph 2 above.
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? OGI Observation.
If CPAS and OCR have already contracted privately (i.e.
not using Allied Corporation or GSA) to do some work on
their own and have gotten the job done and on time,
then ........
Why can't OL get something done through Allied
Corporation and get it done on time in the same way?
OGI Situation Example
Casey immediate need--couldn't wait until September.
gave task to Allied Corporation.
Allied gave task to a sub-contractor.
Project completed on time as required.
4.
5. OL Courtesy and Professionalism
Marked improvement in courtesy and professionalism.
Feeling that such advances are partially due to:
SOT, CT, LOT, and Professional Trainee Programs.
Increased emphasis and involvement in the CT program.
A sense of professionalism and pride instilled by OL
management.
6. Best and Least Understood OL Functions
0 Best understood (i.e. by DDI analysts)
Cleaning-Heating and air conditioning of buildings.
Renovations of space.
Motor pool services.
0 Least Understood
Property Accountability and Control.
Procurement and Purchasing Processes.
(i.e. why does it take so long?)
7. Impressions of OL
0 Unfavorable
Better public relations is necessary to overcome such
impressions.
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Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200013-9
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Present efforts being made are good and will be
helpful.
8. Human and Organizational Factors/Perceptions.
? Unfavorable Perceptions
Long timeframe to do something and a long wait time to
receive product.
The way to change perceptions from negative to positive
is to:
Provide better understanding of what we do--how we
do it--and--why we do it.
In the DDI's office they have an Admin/Logs position.
The two most important items in the DDI environment
are personnel matters and logistics.
OGI in Headquarters Building is one and one half
times larger than area divisions--OL provides OGI
with a single, fairly junior logistics officer.
In view of the extent of one-on-one interface required
of a logistics officer in the DDI, a one-man logistics
officer position staffed by a more senior and
experienced logistics officer would be much
more successful.
DDO Area Divisions have more than one logistics type
officer in order to adequately relate to others.
Suggestion - Improve perception of OL by assigning
higher graded and more experienced individuals,
especially in one-man logistics offices.
9. Suggested Commun atinns Media - Re OL Support.
? Utilize Logistics Bulletins and Newsletters.
? Utilize Personal Public Relations.
Greater dividends in the personal vehicle.
and two others presented a 30-minute
presentation of parking and the new building to
an OGI staff meeting.
OGI Division Chiefs went back happy and
satisfied.
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Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200013-9
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uw~
says "We all know we are all very busy
in our daily work, but no one has ever said we
can't make the time to provide this very much
needed and effective personal communications
interface and to achieve the exchange of
information."
10. OL Communications Vehicles -- Training Courses.
Utilize the DDA CT Training Program
D/C and D/F brief the CT's -- suggest D/L also tell
about OL.
? Utilize the EOD orientation course in the auditorium. OL
does not yet participate.
Utilize the Logistics Conference.
Add an extra day.
Provide an overview of Office of Logistics.
Bring in MG officers and selected people from a cross
section of agency components.
If not at Logistics Conference, accomplish such in the
the auditorium.
General Comment
is an outstanding logistics careerist in
She is receiving highest praises from everyone and
being put in for a cash award.
No one else is receiving rave notices like she is
receiving.
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Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200013-9