EXTERNAL VIEWS AND PERCEPTIONS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00379R000100200020-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 5
• Document Creation Date: December 27, 2016
• Document Release Date: August 27, 2012
• Sequence Number: 20
• Content Type: MISC

Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200020-1
EXTERNAL VIEWS AND PERCEPTIONS
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The following is a series of comments developed with
Soviet Europe Division,
on July 22, 1985 regarding the
Study of OL's Service Environment and ways to enhance OL's
Image. Logistics Officer, SE Division also
participated in the discussion.
Prefacing Remarks
The best percep io of OL are projected through Logistics
representatives
who go out of their way to provide service to the-Division.
? SE Division essentially supports itself through the
decentralized Logistics team.
SE Division accomplishes much local procurement with the
$1000 procurement authority with faster turn-around time
and response.
If it gets into Central Procurement, it takes forever to
do it.
This self help program, items up to $1000, eliminates
writing requisitions and a large number of items from
going through SMB $ SPB, Supply Division.
Perceptions
? Despite how well or less well the Logistics support system
works in Logistics Central, the Division perceives
Logistics support is fine (due to the excellent
decentralized Logistics team effort).
in a meeting held
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200020-1
 Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200020-1
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The local Logistics Officer makes continuing weekly visits
through the Branches to meet and discuss needs with
component-chiefs and to resolve problems now in order
to prevent them from occurring later. (i.e. being
preactive rather than reactive.)
? SE Occupancy
eople were moved
They observed poor safety due to absence of fire
extinguishers.
They look badly upon OL for this problem.
They don't know the difference between OL responsibilities
and those of other support office's.
Accordingly people blame OL for other support office short
comings.
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Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200020-1
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? Office Cleaning - Image effecting problem.
Area Branch complained no one cleaning their office.
Cleaning person reported she was not allowed into their
offices due to presence of sensitive information.
SE Logistics re-arranged schedule between Allied and
client to make it work.
Client felt OL should have included night time cleaning
in contract with Allied.
Although incident caused bad image toward OL, Branch Chief
now happy regarding new scheduling.
Positive Image
General Comments
? We seem to expect high standards of performance and
products from contractors but tend to perform in-house
as government as-usual.
The above statement was made in general, but with
greater emphasis on design-coordination - and
related response and sense of urgency.
? Space Management.
OL has been woefully short in space management.
He has to fight for resources to make utilization of
his space more efficient.
Accordingly when OL is asked to restudy space, it takes OL
almost one year to arrive and start design work.
The repetitive OL response is "We don't have enough
architects aboard - they will be coming soon".
DICON contractor is now providing service now and doing
okay.
Space management needs more resources, especially with
growing automation requirements.
Space is perceived to be a long term problem.
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? Procurement
OL should look into its procurement practices.
Why should it take 120 days to acquire furniture?
Why should it take 4 months to deliver a Personal
Computer?
0 Procurement Support Problem.
Established working group - working tor mon s.
OL contracting Officer seemed like a rookie and SE felt
he did not know enough to do the job properly.
At a recent working group meeting, a new contracting
officer type woman, hired from another agency, was
assigned by OL.
She is naturally more knowledgeable - experienced - and
instinctively aware of both the questions, facts, and
process.
She is happy with her quality of professional support.
Sometimes we get bogged down in our own bureaucracy.
You don't have the answers, but always have excuses or
pass the buck.
There is no voluntary feedback to assure customer
certainty that his job is on track, being started, or
even being handled at all.
The customer never has peace of mind he is being actually
served. Customer must call, beat on, and take the lead
to ensure he will get service.
Communications Media.
Utilize the local Logistics Component Officer to
communicate OL to his environment.
? Utilize the HOME/OL green Headquarters Information
Bulletin. It is very effective and should be used on a
larger scale.
Have the decentralized Chief Logistics Officer give a
programmatic and functional briefing of OL to the Area
Division weekly staff meeting.
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Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200020-1
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Logistics Personnel
Assignment of OL Personnel
Before a job is filled, coordinate with
and ask them what kind of person they want.
Could result in a better match of person to job
through a better understanding of their requirements.
Avoid assigning someone with no interpersonal skills in a
job which requires it.
Send good peo le out to components.
Keep losers back home.
Do not rotate someone every six months in a second
Logistics position - can't use second position as an
OL training position.
However, SE is willing to train someone as long as they
can keep them for a full standard assignment period.
General Comment.
In the totality of things, OL is doing fine.
0 Fine tuning is all that is necessary.
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Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200020-1