THANK YOU FOR YOUR MEMO ON THE CENTRALIZED MAINTENANCE ISSUE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88G00186R000800900005-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 25
• Document Creation Date: December 22, 2016
• Document Release Date: August 20, 2010
• Sequence Number: 5
• Publication Date: February 7, 1985
• Content Type: LETTER

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DD/' Registry
SECRET 15,/-moo 7
7 February 1985
NOTE FOR: DDA
FROM : ExDir
Harry,
Thank you for your memo on the centralized maintenance issue. I
agree with much of what you say, but come to a different conclusion.
It's clearly our responsibility to seek competition, which does in fact
complicate the repair and replacement problem. It's also obvious-
certainly you know better than any of us--how strenuously some of our
Agency customers resist standardization. I also concede that attempting
to use Agency personnel to perform repair and replacement on all the
kinds of products we use in our building is a practical impossibility.
Finally, I'm respectful of your statement that we really have made some
progress in our standardization over the years.
I like your suggestion in paragraph 3 that the best approach
relevant to standardization would be "greater standardization within a
competitive framework." I acknowledge that we need more cooperation and
submergence of individual desires if we are to get this done. I am
confident that your folks could develop a sensible program which would
help us reduce the thousand odd maintenance and repair contracts that we
have with over 200 different vendors.
suggestion.
I know it's a tough task, but I think this one needs some more
constructive thought. I believe if we look at it, we can find a
thoughtful way to reduce the dimension of this problem by, say, 25
percent over a 2-3 year time period. Will you give it another try?
In the meantime, I will respond separately to the originator of this
SECRET
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DDA 84-2507/9
IS JAN 1985
ME VRAN 11 POOR:
FI 4:
Executive Director
Harry E. Fitzwater
Deputy Director for Administration
SUBJECT:
Centralized Equipment Maintenance
REFERENCE:
a. AIM Note to DDA from EXDIF, dtd 2 January 1985,
Same Subject
b. Memo to MA from D/CPAS, dtd 20 August 1984,
Subject: Proposal for a Centralized Agency
Maintenance Organization
c. Memo to DDCI from C/ADPSU, CPAS/DI, dtd 5 December
1984, Subject: Proposal for Centralizing Equipment
Maintenance
1. In response to your AIM message of 2 January 1985, any proposal
to increase standardization of equipment within the Agency and to
centralize repair and return is inhibited by the following factors:
a. We do have a responsibility to seek competition. While this
complicates the repair and return problem, I strongly believe that
within cannon sense limits it does permit the Agency to get the most
from its limited dollars.
b. Agency customers, particularly at the working level, often
resist standardization. Additionally, officers in the Agency,-when
personally affected, will often insist that the Office of Logistics
purchase a particular model or from a particular manufacturer.
c. Attempting to use Agency personnel to perform repair and
return on material purchased is practically impossible considering
resource constraints and the diversity of equipment in the
inventory. In spite of our continuing efforts to consolidate
requirements, the Agency presently has approximately 1,000
maintenance and repair contracts with over 200 different vendors.
2. Notwithstanding the magnitude of the problem, one of the bright
spots is that over the years some real progress has been made in
standardization--office furniture, IBM typewriters, WANGs overseas, and
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S E C R E T
certain technical equipment used by the Office of ions and the
Office of Data Processing. Te Office of Logistics atbsspts to
standardize whenever the category is large enough, and when the major
customers will cooperate. More could be done in the area of personal
camputers (PCs), office equipment and supplies, etc., but this would
dictate that requirement offices be given considerably less flexibility
in their choice of equipment, a move they have consistently fought,
including several DOI offices.
3. The best approach relative to standardization would be greater
standardization within a competitive framework. Much could be done, but
it would require a higher level of cooperation and submergence of
individual desires and parochial interests than we have achieved to
date. There has to be a balance between competition and standardization
if it is to meet legal requirements, operational objectives, and cost
effectiveness. We will again issue to all office heads in the Agency a
notice or memorandum seeking their support of standardization of
equipment.
4-_ We followed through in October 1984 with
on their referenced proposal for a centralized Agency maintenance
organization. At that tire, a member of my staff met with
As a result of that meeting, was to provide us a list of his
component's maintenance problems so t we can assist him in improving
maintenance for systems/equipmAnt for which his organization is
responsible. We need to know what the problems are before we can call
upon DA expertise to help him solve them. We have not yet received this
list.
5. I recommend that our above initiative be continued, and have
drafted the attached memorandum from you to if you agree.
Harry E. Fitzwater
Attachment:
As stated
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MEMORANDUM FOR: Chief, ADP Support Unit, CPAS/DI
Executive Director
SUBJECT: Proposal for Centralizing Equipment Maintenance
REFERENCE: Memo to DDCI from C/ADPSU, CPAS/DI, dtd 5 December 1984,
Same Subject
1. I want to thank you for your proposal on centralizing equipment
maintenance as discussed in the reference. I know that maintenance of
equipment is a drain on manpower and funds, and I am eager to learn of
proposals such as yours for improving the way we do maintenance.
2. It is my understanding that a member of the Directorate of
Administration (DA) Planning Staff met with you in October 1984, and that
subsequent to the meeting, you had the action to provide to them a list
of your maintenance problems so that the appropriate DA offices can be
brought into play. They have-not yet received your list. Dean Brown,
the DA Planning Officer, will be in touch with you in this regard.
cc: DDI
C/CPAS/DI
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1str9 4
9 January 1985
MEMORANDUM FOR: Executive Director
VIA: Deputy Director for Administration
FROM: Daniel C. King
Director of Logistics
SUBJECT: Centralized Equipment Maintenance
Jim,
1. In response to your AIM message to the Deputy Director
for Administration (DDA), any proposal to increase standardization
of equipment within the Agency and to centralize repair and return
is inhibited by the following factors:
a. We do have a responsibility to seek competition.
While this complicates the repair and return problem, I
strongly believe that within common sense limits it does
permit the Agency to get the most from its limited dollars.
b. Most Agency customers, particularly at the working
level, resist standardization. Virtually every officer in
the Agency, when personally affected, will insist that we
purchase a particular model or from a particular
manufacturer. We are committed to being operationally
responsive and, as a result, are rarely in a position to
refute stated requirements without being branded as-either
nonsupportive or attempting to interject ourselves in
operational decisions. During our efforts to standardize on
WANG, these attitudes existed at the office level with major
exceptions being insisted on by the Deputy Director for
Intelligence (DDI) and others.
c. Attempting to use Agency personnel to perform repair
and return on material purchased is practically impossible
considering resource constraints and the diversity of
equipment in the inventory. In spite of our continuing
efforts to consolidate requirements, the Agency presently has
approximately 1,000 maintenance and repair contracts with
over 200 different vendors. As an aside, in order to
expedite service on the smaller but far more numerous variety
of office equipment, the Office of Logistics (OL) has a
OL 0001-85
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SUBJECT: Centralized Equipment Maintenance
system called "1005" which permits the requester'to contact a
commercial contractor directly to order the required service with
simplified billing and payment procedures to follow.
2. Notwithstanding the magnitude of the problem, there are
some bright spots:
a. Over the years some real progress has been made at
standardization--office furniture, IBM typewriters, WANGs
overseas, and certain technical equipment used by the Office
of Technical Service, Office of SIGINT Operations, and Office
of Communications (OC). We attempt to standardize whenever
the category is large enough and when the major customers will
cooperate. More could be done in the area of personal
computers (PCs), office equipment and supplies, etc., but this
would dictate that requirement offices be given considerably
less flexibility in their choice of equipment, a move they
have consistently fought, including several DDI offices.
25X1-:
b. The Director of Communications and I are now making a
joint proposal to the DDA for an integrated system to support
the repair and return of certain types of equipment used
worldwide
~ However, it could also cover
the other types of equipment we are discussing here. The
resources to achieve such a system, however, would be large
and we hope Harry will seek a reserve release for this
purpose.
3. We in OL believe that the best approach would be greater
standardization within a competitive framework. Much could be
done but it would require a higher level of cooperation and
submergence of individual desires and parochial interests than we
have achieved to date. OL has a crucial role in this process in
that there has to be a balance between competition and
standardization if it is to meet legal requirements, operational
objectives, and cost effectiveness. Having said that, perhaps a
group to achieve this would best be chaired by someone outside of
OL who has less of a vested interest in the outcome. I
4. In the short term, we will again issue to all office heads
in the Agency a notice or memorandum seeking their support of
standardization of equipment.
Daniel C. King J
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 S S C: K L T
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SUBJECT: Centralized Equipment Maintenance
D/OL:fjsl I(9 Jan 85)
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 IlhlA X1 IH IF[: I FII F f`f PY
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&class
14:06:02 -- 2 January 1985
Note To: Harry E. Fitzwater
BUJ /;,1 ~,
From: ,m
M
---.j - ... .. c.^a~a of a c.cu uYuAYutvnt, Mcall .eI1dnce
Ill bet you think I do nothing but sit here trying to figure out how tj
genet-ate work for the DDA! Possibly a case in point. A while ago Frai
centralized maintenance shop of some type, particularly for-electronic
gear. Now, taking a cue from the DCI's note to our employees, the idei
has been resubmitted to us. The memo is in the mail to you. I read t]
whole package and, frankly thought it was a case of ships passing in ti
night. I don't find Franks proposal terribly realistic. On the other
hand, the problem he cites is real, and likely to get worse all the
time. I think the answer may lie, less with trying to cope with all tl
problems that components are having with multiple maintenance contract!
than with telling them that they ought to think twice about their futui
maintenance problems if they deal (for whatever reasons) with 100
different vendors. I would like to ask you to consider taking a longer
term more reflective look at this whole problem area. Another aspect
the situation I find worrysome is security. Is it really in our
interests to be allowing hundreds of different vendors to supply the
Central Intel Agency with gear of various types, much of which needs of
site maintenance? Not an easy question, I admit...
1/4/85 ------ DDA, ADDA and EO have all seen above. D/L has
a copy and is preparing an answer. ADDA asked
that DDA 84-2507/6 be forwarded to D/L and he
would prepare response to ExDir on both.
quitaim
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Inigg
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DD/A Registry
$,I -Z So 1
5 December 1984
MEMORANDUM FOR: The Deputy Director of Central Intelligence
COMA.
/AurSU, GPAS/DI
SUBJECT: Proposal for Centralizing Equipment Maintenance
1. This is in response to the DCI's memorandum of 28 November in which
he urged all employees to submit proposals for better ways of doing things
directly to a top level review committee for a quick decision on their merit
and feasibility.
2. The attached proposal for the creation of a centralized maintenance
organization has already been around the proper channels. As you can read
between the lines of the response to the proposal, some reviewers thought it
was a good idea, some a bad idea, and some that it was too much trouble to
do anything about. The net result is that the proposal seems to be
indefinitely on hold.
3.. The origins of this proposal came from an office conference in which a
number of people, especially those working at night without help from the
normal daytime support organizations, expressed concern about the frequency
of equipment failures as we become more and more automated. We see this
problem becoming increasingly serious in future years when most of our
people will be doing their jobs with the help of electronic equipment. Unless
we can find better ways of keeping it all working properly, office automation
may turn out to be more of a nightmare than a godsend.
3. Our proposal for a centralized maintenance organization may not be the
only or best solution to the problem, but we feel that someone should be
looking seriously at the issue rather than letting it bump along in the
traditional manner.
CONFIDENTIAL
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iINISTRATIVE - INTERNAL USE C
DDA 84-2507/5
17 SEP 1984
ME ORANDUM FOR: Director, Current Production and Analytic Support
VIA: Deputy Director for Intelligence
with us.
alleviated, and I have a suggested approach you may wish to pursue further
are ways in which maintenance problems of organizations such as yours can be
together some ideas on your centralized maintenance proposal. I believe there
Harry E. Fitzwater
Deputy Director for Administration
Proposal for a Centralized Maintenance Organization
Note for D/CPAS, dtd 22 August 1984, Same Subject
1. As I promised in my note of a few weeks ago to you, we have now pulled
plans include centralizing physical plant trouble calls in the Headquarters
Operations, Maintenance and Engineering Division of OL, when our maintenance
and operations contractor is fully on board. We are also planning for
improved maintenance for computer and communications hardware for the new (and
existing) Headquarters Building.
4. In addition to the Agencywide maintenance discussed above, we can
provide you with information, based upon ODP, OL, and OC experience, on how
you may improve maintenance for systems/equipment for which your organization
is*responsible. I have asked the DA Planning Officer, to call you
to arrange a meeting between your support' and logistics officers and
appropriate persons in the DA to accomplish this.
3. Some centralization is good, e.g., ODP's trouble desk. Also, our
service provided.
bureaucracies such as GSA to assess the likelihood of success of such an
approach. The. key factor in centralizing maintenance is that maintenance
should be associated with those directly responsible for the quality of
Directorate of Administration have enough resources, nor do we have plans for
enough resources, to staff such an organization, considering the thousands of
diverse pieces of hardware and the associated maintenance contracts. I.1
addition, I believe that an Agency centralized organization for all (even all
hardware) maintenance needs would not be successful. One has only.to look at
2. First, I'd like to'give you my thoughts on the establishment of an
organization to cover all maintenance needs. We do not currently in the
ADMINISTRATIVE - INTERNAL USE ONLY
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? &INISTRATIVE - INTERNAL USE C `f
5. I want to thank you again for your memorandum. It has stimulated
considerable thought and action in the DA. I realize that what I have
suggested above is just a first step toward the solution of a larger problem,
but I think it is a reasonable one. Please call me if I may be of further
assistance.
/s/ HARRY
STAT
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ROUTiNG AND RECORD SHEET
Proposal for a Centralized Agency Maintenance Organization
F O H N 610 USEDPT9ENSUS
1-/9
OFFICER'S
INITIALS
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
Attached herewith are our
ideas, comments"and suggestions
on the memorandum to the DDA
from D/CPF,AS entitled", Proposal
fora Centralized Agency;'
Maintenance Organization:.",
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a_t%t'IQ istr
W a
6 0 AUG 1984
STAT
MEMORANDUM FOR: Director of Logistics
Chief, Printing and Photography Division, OL
SUBJECT: DDI Proposal for Centralized Maintenance
Organization
1. This memorandum provides comments and suggestions
requested concerning the referrent for centralized maintenance.
The idea itself is ambitious and certainly has the potential for
reaping the benefits enumerated in the referent. We endorse it
in theory, however, in recognizing that it is a major advance
over existing procedures, we suggest that any plan for full
implementation be phased in gradually for reasons listed in this
memorandum.
2. The ultimate goal of the proposal is to provide one-call
or one-desk for assistance. Perhaps the ultimate goal should be
to reduce the number of calls for assistance. This can be
attained today by:
a) analyzing contracts for consolidation, where
possible,
b) emphasing standardization of equipment through more
strict review during acquisition,
improved operator training to provide some level of
preventive maintenance and on-site diagnosis of
problems; and finally
d) implementing a one-desk system initially at the
office-level.
3. We feel that a basic problem exists with a one-desk
operation in as much as it may become too much of a convenience
in turning the problem over to someone else.. An operator tends
to let equipment deteriorate if someone is readily available to
either clean up a mess or to provide a quick fix.
4. Another potential problem exists with the allocation of
personnel and financial resources. Who gets serviced first? A
central office will be under a significant amount of pressure to
keep all systems going and will probably be blamed for equipment
failures.
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DDI Proposal for Centralized Maintenance organization
5. Office of Data Processing's mainframe and terminal
maintenance support contracts, the Agency Copier Management
Program, and the Wang word processor program are several models
which might'be used for attempts at consolidating contracts on
certain classes of equipment.
6. In summary, we, suggest that an alternative be developed
which targets not the Agency-wide one-desk solution but rather
emphasizes consolidation of existing contracts, seeks to
standardize equipment where possible, provides for operator
responsibities, and attempts to centralize all calls to one-desk
at an office level as an interim measure. I suggest that the
logistics officer in most office level components would be the
appropriate focal point.
STAT
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'DD/A Ro- . tr,
5 SEP 1984
STAT
STAT
MEMORANDUM FOR: Director of Logistics
FROM :
SUBJECT:
Chief, Headquarters Operations, Maintenance
and Engineering Division, OL .
Central Location for Trouble Calls
1. Although the idea of centralizing all trouble calls to
one central location sounds good, in practice, it would be
extremely difficult to accomplish. The main problem relates to
funding for service contracts because each office funds for
their own service contract. There is also a'problem.of
identification of all the different kinds of equipment. The
only place in Logistics where all this information transits is
the Procurement Division. Given enough people and money, a
Sears type service center could be established. HOME no longer
takes calls for typewriter repairs as each activity calls EBM
directly on a central number.
2. HOME will centralize physical plant trouble calls as
soon as the M&O contractor is on board. We are currently
centralizing calls to the extent oar manpower permits.
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DD/A Reristr'
ROUTING AND RECORD SHEET
STAT
.Proposal for a Centralized Agency Maintenance Organization
D/ODP'
2D00 Hqs-
TO: (Officer designation, room number, and
building),', ...
DATE
EO/DDA
7D18 Hqs:
STAT9=
1 ?4~
FORM , 61 USE PREVIOUS
7'l EDMONS
I EXTEr SlON
OFFICER'S
INITIALS
4 SEP 1984
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
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MEMORANDUM FOR: Executive Officer to the DDA
DD A R2~istr
4 SEP 1984
Director of Data Processing
Proposal for a Centralized Agency
Maintenance Organization
REFERENCE: Memo for DDA, fm D/CPAS, thru DDI,
dtd 20 Aug 84, Same Subject
FROM:
SUBJECT:
Ed,
1. The proposal for a centralized Agency maintenance
organization outlined in the reference is at best--a bad idea. One
only needs to look at bureaucracies like GSA to assess the chances
of a favorable outcome! Worse, I believe turning ODP's maintenance
requirements over to such an organization would be irresponsible.
Full control of these activities is ky to the continued reliability
and availability of our operations.
2. Yet, the underlying frustrations which stimulated the
reference are real. The Agency--indeed our society--is changing
radically in its dependency on information systems and related
equipments to work effectively. Managers rarely understand all the
changes these new systems bring to their offices, or the need for
support in cases where specialized needs dictate that
they do it themselves.
3. In such instances, the-initial enthusiasm generated by
getting the resources to do it themselves is quickly lost to
problems like contracting; site identification and preparation;
CONFIDENTIAL
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SUBJECT: Proposal for a Centralized Agency
Maintenance Organization
communications; security; interfaces with existing devices and
systems; etc. Further, when the new system is finally in place, a
new reality is signaled by the first malfunction--unproductive
people, contractor excuses, more delays, and unexpected
responsibilities.
4. In the future, ODP must change its procedure for handling
system outages. The ODP's Trouble Desk phone number will become
obsolete long before the Agency expands to installed
terminals. If we continue relying on phone calls from the
"provinces" to recognize problems, complaints will be commonplace at
all levels of management. Unfortunately, our FY86 initiative for
a Network Control Center with a fault detection capability was
dropped. If only the reference were more timely!
5. In my opinion, CPAS must support its unique problems--any
other arrangement will fail. Since the growth trend of specialized
-systems can be expected to accelerate, the DA might review the
training given to support personnel sent to Agency components.
Specifically, they should be sensitized to the importance of
information systems, how to deal with problems,' how to educate
mid-level managers, and where to seek help. In addition, special
consultants might be needed to help components help themselves.
6. There is no panacea for the maintenance issue. Just as
every calvary soldier relied upon and took care of his own horse,
Agency components will have to take care of their own special
maintenance problems. To levy this duty on any central organization
would simply be a bad management decision.
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Z' P "1 7?
SUBJECT: (Optional)
FROM-
STATE ,
ROUTING AND RECORD SHEET
D/CPAS Proposal for Centralized Agency
Maintenance Organization
Director of Connnunications
FORM b10 useEPmEovN'0us
DirIONS
EXTENSION
COMMENTS (Number each comment to show from whom
to whom. Draw a line across column after each comment.)
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CONFIDENTIAL DDAA`` c
cc-O7'5 7- ?Y
i i1'f !7i
J0 i
MEMORANDUM FOR: Executive Officer to the DDA
FROM:
SUBJECT:
REFERENCE:
William F. Donnelly
25X1
25X1
D/CPAS Proposal for Centralized Agency
Maintenance Organization F-
DDI 04780/84, dated 20 August 1984
1. The Office of Communications agrees with the concept of
a central contact point for maintenance activities and can
readily establish a contact number for DDA maintenance.as
proposed. This service would be envisioned as a directory
service which would give the appropriate number for the
maintenance service requested or at a larger investment a
clearing house where the answering service would contact the
maintenance organization appropriate to the problem reported.
We would anticipate that in the latter case the volume of such
calls would require staffing of an additional two to four
2. The implementation of the remainder of this
recommendation would doubtless require considerable additional
staffing and we question whether one large organizational
maintenance contract or organization would be as effective as
the current arrangement wherein maintenance tends to be
associated with those directly responsible for the quality of
the service provided. It seems clear, however, that if such a
maintenance organization were established or responsibility
centralized that it would normally reside in the Office of
Logistics. The Office of Communications would prefer however
to retain responsibility for the maintenance of systems for
positions.
which it is responsible.
/William F./Donnelly
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rr '
-'I Deputy Dir cior
for Administration
NOTE FOR: D/CPAS
DDA 84-2507/1
14U G 1944
SUBJECT: Proposal for a Centralized Agency
maintenance Organization
STAT
I have just looked over your_ rem orandutt
Which proposed a centralized Agency maintenance
organization. I think this is a very good idea
and have sent copies to' the Directors of
Logistics, Data Processing, and communicat ions
for corrLments and suggestions. We will pull
together our ideas and be, back in touch with
.
you the second week of Septe:rwer.
0 - Adse
1 - DDA Subj
1 - DDA Chrono
1 FIEF Chrono
1 .- E0/DDA Chrono
Distribution:
ORIG:EO/DDA
Harry E. Fitzwater
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DDI-"
U
20 August 1984
MEMORANDUM FOR: Deputy Director for Administration
THROUGH: Deputy Director for Intelligence
FROM:
Director, Current Production and Analytic Support
SUBJECT: Proposal for a Centralized Agency Maintenance
Organization
Background
1. The Agency is faced with an increasingly serious problem
of equipment maintenance brought about by the proliferation of
computer and other types of electronic and mechanical devices
within Headquarters. Current plans call for major increases in
the quantity and diversity of such equipment in the next few
years. Malfunctions of this equipment are becoming a major
problem for the users who must-first try to establish the cause
of the malfunction (sometimes a difficult job as more systems are
being linked together), locate the proper number to call, answer
numerous questions about the nature of the problem, follow-up
when nothing happens, and finally escort repairmen.
2. There are currently two central maintenance numbers in
the Agency--ODP's Trouble Desk, for ODP. supported equipment only,
and Building Services for the physical plant and certain types of
copiers and typewriters. Additionally, the Office of
Communications supports the two major phone systems and numerous
pieces of electronic gear. Beyond this there is a maze of,
individual contracts with outside maintenance organizations and
other government agencies to support specialized equipment.
While the major service organizations, ODP and Building Services,
work fairly well, it is the increase of service contracts for
unique electronic equipment not supported by ODP or Commo which
has the potential for getting out of hand.
.3. While CPAS may be a special case, other DDI and Agency
offices and divisions cannot be far behind in office automation
and the attendant maintenance problems it entails. CPAS
CONFIDENTIAL
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SUBJECT: Proposal for a Centralized Agency Maintenance Organization
currently has some 14 maintenance contracts with outside
organizations totaling in excess of 5300,000 annually. Moreover,
there are numerous pieces of equipment for which the outside
contract is handled through other offices or agencies, such as
DOD. In short, we may have 25 or more different places to call
for maintenance.
Proposal
4. Establish an organization within headquarters that would
serve as a central clearing house for maintenance activities. In
order to provide truly effective service, such an organization
should cover ALL maintenance needs with a single phone number in
the same manner that a call to X6161 covers all security
problems. The organization would handle all electronic and
mechanical systems as well as the physical plant.
Function of Proposed Organization
5. The organization should operate a central 24-hour
trouble desk that would take requests for maintenance. Such
requests would be immediately entered into a computer for later
analysis. The organization would also have computer access to
lists of all equipment in the building including a maintenance
history, responsible-service organization etc.
6. Depending on the type of maintenance requested, a
trouble report would be handled in any of several ways. Routine
physical plant requests would be referred (hopefully by computer)
to the appropriate electrical, heating, plumbing, cleaning shop
etc. With the more complex equipment such as advanced copiers,
an in-house specialist would be dispatched to verify how serious
.the problem is, and perhaps make an estimate of repair efforts,
parts needed and costs, before expensive outside service
contractors are called in. Minor adjustments and problems Would
be handled by the in-house technician.
-7. The maintenance organization would be responsible for
calling in outside repairmen, keeping track of their response
time, clearing them into the building, escorting them as
necessary, and verifying time and charges.
8. Additional functions of the proposed organization would
be to perform analysis of maintenance histories and costs,
evaluate performance of in-house and external service
organizations, and to negotiate large-scale maintenance
contracts.
2
CONFIDENTIAL
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SUBJECT: Proposal. for a Centralized Agency Maintenance Organization
Benefits
9. There would appear to be three major benefits from a
central maintenance organization:
--Saving in time and aggravation for employees
across the Agency from having to deal with
broken equipment in a piecemeal fashion.
--Cost savings from solving minor problems in-
house and from dealing with maintenance
vendors on a large scale rather than through
hundreds of small contracts.
---Cost savings that would entail from a
centralized, systematic, analysis of
Headquarters maintenance expenditures and
competitive bidding for maintenance
contracts. Such an organization might also
some day be in.a position to provide advice on
the comparative reliability of various types
of equipment.
All Portions Classified CONFIDENTIAL
3
CONFIDENTIAL
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