SUMMARY -- SUPPORT STAFF, SE DIV

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00379R000100200019-3
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 2
• Document Creation Date: December 27, 2016
• Document Release Date: August 27, 2012
• Sequence Number: 19
• Content Type: MISC

Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200019-3
Summary --I ISE Div
Situation: SE Div essentially supports itself through
decentralized logs team.
General perceptions:
OL seems to expect high standards of performance and products
from contractors but to perform in-house as "government as usual."
SE Div makes many local procurements with $1000 procurement
authority with faster turn-around time and response. This
eliminates writing requisitions and keeps a large number of items
from going through SD/SMB and SPB. "If (a requisition) gets into
"
central Procurement, it takes forever.
Generally, however, perception is "fine, due to excellent
decentralized Logs team effort. The best perception of OL is
projected through who
"
go out of their way to provide service to SE Div.
Specific problems:
safety due to absence of fire extinguishers; they look badly upon
OL for this problem.
SE people moved from observe poor
Area branch complained because office not cleaned. Cleaning
person said not allowed in offices because of sensitive info.
Branch felt OL should have included nighttime cleaning in contract
w/Allied. (Resolved; SE Logs rescheduled cleaning w/Allied.)
OL "woefully short in space management" (seen as a long-term
problem). When asked to restudy space, it takes OL almost one
year to arrive and start design work. OL response is "We don't
have enough architects aboard; they'll be coming soon."
HOME doesn't have the answers but always excuses -- or passes
the buck ("It's w/Allied now."). The customer never has peace of
mind that he's actually being served. He must "call, beat on, and
take the lead to ensure he'll get service."
How improve:
Give more resources to space management, especially with
growing automation requirements.
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200019-3
 Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200019-3
SECRET
SS/SE Div Summary (cont'd)
Look into procurement practices. Why should it take 120 days
to get furi.i-tuTe -j r4 months to deliver a PC?
Giv voluntary feedback so the customer knows his job is on
track, eing starte , or a en being handled at all.
Send good eo e to the components. Get a better
25X1 understanding o personnel requirements and better matt the
Derson to the job. Before filling a job, find out from
25X1 what kind of person is needed. Avoid assigning someone
with no interpersonal skills in a job that requires them.
Don't rotate someone every six months in a second logs
osition; OL can't use that as a training position. SE is willing
p
to train someone they can keep for a full standard-length
assignment.
How communicate better:
Use local component logs officer to communicate OL in his
area. Have the decentralized chief logs officer give a briefing
on OL at the Area Div weekly staff meeting.
Use the HOME green "Headquarters Logistics Notes" on a large
? scale.
Ideas to consider adopting: Local logs officer visits component
chiefs weekly to discuss needs and resolve problems.
SECRET
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200019-3