SUMMARY -- SUPPORT GROUP, OTS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00379R000100200017-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 2
• Document Creation Date: December 27, 2016
• Document Release Date: August 27, 2012
• Sequence Number: 17
• Content Type: MISC

Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200017-5
- ZV.K 1
Summary -- Support Group, OTS
General: If the OTS C/Support or C/Logs asks for something, OL
does it on an exception basis, so OTS has to do this frequently.
Because of the "waiting syndrome," everything becomes time
critical; the system becomes clogged and "priority" becomes
"routine."
Perceptions:
OTS has to do the job, in a number of instances, with people
who are under-qualified and who lack experience, background, and
confidence. (The problem is not unique to OL but is the same
across the Agency in general.)
OL is bureaucratic.
It takes too long, whatever it is. Nothing gets done quickly
especially on an order handled by a "Logs central" type. "We
must wait endlessly for everything" (e.g., PCs and furniture).
RECD is not staffed or mentally geared to M&O. "You can't
expect an outfit geared to design and construction to do an
equally good job in M$O." HOME is M&O oriented; had a whole
compliment established for M$0 and could supplement from within.
It was a mistake to put external buildings under RECD.
Specific problems:
The assigned people are junior trainees in jobs requiring
trained and experienced junior officers. Sometimes OTS "gets
upset when logs officers are moved too fast."
25X1
Why are
modifications taking so long?
Interface started in summer 84; RECD needed requirements by
Nov 84 and awarded contract on Phase II in late Jul 85 for
basic renovations only. Target date for completion of basic
renovations is 7 Dec 85.
When will secure and black phones, Wang conduit, and Delta
data systems be installed? This work could end up being
accomplished end-to-end" after Phase II, resulting in a move
date well beyond Dec 85.
OL is taking 1-1/2 years after on inal discussion w/DDA,
25X1 and OTS is moving in early 86 only to be
moved to the new HQ Bldg in early 87. Is this practical,
1 realistic, or in the Government's best interests? OL is
looked upon as not getting the job done and as wasting money.
The resulting customer attitude is a frustrating "I'm not
going."
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200017-5
 Declassified in Part - Sanitized Copy Approved for``Releass {e.2012/08/27 : CIA-RDP90-00379R000100200017-5
Support Group, OTS Summary (cont'd)
How improve:
Try streamlining. Ask why we're doing something the same way
it was done in the past; try a simpler or better way.
Identify people (in a trouble-shooting situation) to do test
scenarios of logistics processes to see what really happens.
E.g., analytically walk a requisition through to find out what the
various people are doing and why.
Issue a new directive on vehicle replacement. D/L approval is
required for other than routine requirements; routine time for
replacement is 18 mo. "We cannot operate under this kind of time
scale."
Svcs least understood: Why does it take so long to get something
through Logs Central (e.g., on an 88) "when they can get it from a
local store?"
How communicate better:
People do not understand the procurement process, especially
in contracting. OL must educate them through (PD Central)
tutorials in different offices; explain what the process is all
about, what and why (e.g., laws, ceilings, restrictions,
limitations), and how the originator can avoid those pitfalls and
still be legal.
SECRET
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200017-5