SUMMARY -- DCI ADMIN

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00379R000100200009-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 2
• Document Creation Date: December 27, 2016
• Document Release Date: August 27, 2012
• Sequence Number: 9
• Content Type: MISC

Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200009-4
SECRET
Summary -- DCI Admin
Situation: When OL response is good, most complaints go through
the system rather than directly to Mr. Fitzwater; when not good,
they go directly to him.
General:
"The overall Agcy has not been educated enough about OL. OL
is not just people who move furniture and clean bathrooms. People
v are seeing the little things and missing the big picture.
"0L is getting blamed whether they're involved, not involved,
or should be involved. E.g., OL is being constantly blamed for
space problems when the decision-making re space mgmt is elsewhere
in the Agcy."
when it
Takes too long to get things designed and constructed. DICON
not up to strength w/electricians.
"Support in external bldgs is bureaucratic and poor." E.g.,
Audit Staff renovation in Key Bldg; OGC vaulting project, ^^^
Perceptions:
That OL did not obtain adequate parking
was offered; now desperately needed.
Specific problems:
resubmitted for this FY, took 3 more mo to
t 6 mo in interface
l
,
os
get new estimate of $77,000, which client will not spent and DCI
will not fund. Client doesn't know who organizationally in OL did
it or why it takes 8-9 mo to come up w/realistic and reliable cost
estimate.).
O&M needs improving in tasking Allied w/multi-phased jobs.
"When different trades are required, the job never gets done
without frustration and recriminations ...still some elements of
narrow focus on doing just one specialty."
PFP requirements backlogged (but not operational or
intelligence sensitive).
EBOB responsiveness has been slow but improving.
How improve:
More progress/status reports so can be reassured requirements
not "lost."
If project officer unsure of rqmt when tasking Allied, should
dialogue w/requestor. Need coordination and follow-up; "clients
want to know the status of what is or is not going on during the
project.".
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200009-4
 Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200009-4
DCI Admin Summary (cont'd)
SECRET
More responsive follow-up on EBOB requests.
Svcs least understood: Sole-source and personal-service contracts.
How communicate better:
OL info at Mid-Career Crs and Advanced Intelligence Seminar.
Newsletters to pass info and keep people aware of problems and
progress. "People see only a narrow, uncomplicated view of
Logistics, so need to explain what's going on and why (e.g.,
cafeteria ceiling renovation). Tell more about some of complex
things OL does such as the new bldg, procurement process, unique
supply $ engineering functions."
Status reports on the new bldg, parking, etc. ("subliminal
rather than tooting one's horn--so people will understood that
OL's function is not as easy as some think.")
Distinguish between how you may and should be seen (e.g., Mr.
Fitzwater's recent statements in Aud. about "DDA as housekeepers
of the Agcy," etc.
Improve parking at HQ and other bldgs,
Svcs best understood: Procurement.
Declassified in Part - Sanitized Copy Approved for Release 2012/08/27: CIA-RDP90-00379R000100200009-4