CENTRALIZED EQUIPMENT STANDARDIZATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP90-00379R000100270001-5
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 25
• Document Creation Date: December 27, 2016
• Document Release Date: July 2, 2012
• Sequence Number: 1
• Publication Date: August 9, 1985
• Content Type: MEMO

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vi.%w1%161,
ROUTING AND RECORD SHEET
SUUECT: (Optional)
Joint PD/SD MBO re Centralized Equipment Standardization
FROM.
EXTENSION
NO.
OL Planning Officer, IMSS
DATE
3Ar 86
TO: )OI1ka designation. room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
iKtIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
C/PD
The DD/L suggested we send you the
2.
C/SD
attached copies of earlier corre-
spondence on this MBO (copy of the
milestone chart also attached).
3.
You might want to look some of it
over before your biweeklies next
week.
4.
S.
6.
7.
e.
9.
10.
11.
12.
13.
14.
13. UNCLASSIFIED WHEN SEP
FROM CLASSIFIED ATTACHM
TED
NTS
610 EoITIOW
SECRET'
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STAT
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STAT
STAT
STAT
STAT
STAT
STAT
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Centralized Equipment Standardization
FR
EXTENSION
NO
OM
C/PD/OL and
.
OL 12082-85
C/SD/OL
DATE
9 August 1985
TO: )ORic r designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
RECEIVED
FORWARDED
INITIALS
to whom. Draw a line across column after each comment.)
2.
C/SD/OL
4.
5. PD/OL
3F03
NNW
Gem"
7.
DD/L
8.
9.
10.
11.
12.
?
13.
14.
13.
IT 610
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CONFIDENTIAL
MEMORANDUM FOR: Deputy Director of Logistics, DDA
FROM: Chief, Procurement Division, OL
Chief, Supply Division, OL
SUBJECT: Centralized Equipment Standardization
REFERENCE: Memo for C/SD and C/PD from Acting Director of
Logistics, dtd 7 June 1985, same subject
1. This memorandum is in response to your 7 June memorandum
addressing standardization of Agency equipment and maintenance
contracts. Included herein are descriptions of current equipment
programs and standards in the Agency, areas where there are no
standards or programs, and plans for future standardization and/or
maintenance consolidation.
2. Acquisition of ADP equipment for the Agency requires review
by the Office of Information Technology (OIT) but funding is supplied
by individual components. There is currently an OIT objective to
establish a Work Station Integrator contract for selection and
maintenance of Agency ADP equipment which is to include items that
could be made standard such as terminals and personal computers
(PCs). Also, an OIT based program was established for acquisition
and maintenance of standard Xerox 2700 laser printers. OIT is
currently negotiating for a more simplified billing system for
2700's. Funding for the 2700's is provided to OIT by individual
offices. On another front, OIT is exploring the feasibility of
stocking selected canned software packages which have wide
applicability for the Agency. One advantage would be that Agency
customers could try available packages in-houselbefore investing
3. The Word Processing Branch (WPB) of OIT manages a program
for word processing standardization. Wang was selected as the
standard based on evaluation of a Request for Proposal (RFP) bid. At
present there are 178 Wang maintenance contracts for the Agency. It
is currently an objective of the General Purchasing Branch (GPB) of
Procurement Division (PD/OL) to consolidate and thereby significantly
reduce by at least 50% the number of Wang contracts to be renewed for
money in a package that may not serve the need.
FY86.
CONFIDENTIAL
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4. In FY83, a limited Television Equipment Management Program
was begun in the Printing and Photography Division (P&PD/OL). That
program established a P&PD-based point for review and approval of all
television equipment requests for the Agency. The review process
combined with the program's user group acts as a mechanism to promote
equipment sharing, compatability, limited standardization and sharing
of technical knowledge. However, funding and maintenance contracts
are still decentralized. A recent study of Agency television support
by the Office of the Inspector General (OIG) examined whether or not
a new centralized Agency television production unit should be
established, and whether or not a new television-related career
sub-group should be established. Support functions such as library
and reference support and replication were also reviewed for possible
consolidation. Recommendations on these issues are presently being
drafted by OIG.
5. Standardization of equipment has sometimes evolved to
satisfy security requirements as in the case of shredders, or to
ensure compatibility of equipment as in the case of cellular
telephones. IBM typewriters were selected as a standard because only
IBM met Agency requirements at the time of selection. At present,
objectives are being pursued to standardize furniture and furnishings
such as office systems furniture for thA new building and desk top
calculators. An example of progress in this area is the recent
decision to standardize on a wood clerical desk which has an
interchangeable typing pedestal. This results in one desk taking the
place of two, and significantly reduces the number of desks that need
to be shipped during office renovations.
6. In FY85, there has been a joint Supply Division (SD)-Office
of Communications (OC) effort to review OC stock assets to
standardize wherever possible. This has resulted in a significant
reduction in the number of line items of OC stock stored at the
Central Depot. In June of 1985, the Office of Communications (OC)
identified in a memorandum to the Director of Logistics 67 items
which OC considers as standard. These included items such as
transmitters, modems, MUX equipment, terminals, testing equipment,
etc. These were approved as standard equipment by the Director of
7. An ongoing practice in Procurement Division has been to
identify items in use in the Agency that are becoming commonly used
in high numbers and request that the Building Services Section
(BSS/SSG/HOME/OL) apply for funding for those items, stock them, and
consolidate contracts. This practice is applied to many types of
items such as time stamps, carpet, typewriters, and services such as
Logistics in July of 1985.
furniture refinishing.
CONFIDENTIAL
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CONFIDENTIAL
orlyl
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8. Perhaps the most comprehensive equipment management program
in the Agency is the Copier Management Program (CMP) based in
OL/P&PD. In FY81, the Agency Copier Management Program (CMP)
administered by OL/P&PD, consolidated all contracts for Agency
copiers in the Washington Metropolitan area from about 250 to about
70 contracts. That number has since been reduced to 29 contracts for
rental, maintenance or relocation of equipment. Subsequently, the
amount of copier vendors for the Agency was reduced from about 20 to
9. In FY82, the CMP established centralized Agency funding of
t11P_RP_ copiers. Total annual expenditures are currently about
copiers. Expenses prior to consolidation and centralized funding
re not identified but the benefits of the current centralized
we
for rental, maintenance and relocation for about
program include less cost and time expended on contract processing,
collection of about 145,000 annually in prompt payment discounts, a
central inventory and invoice verification system, improved vendor
response and coordinated machine sharing for cost reduction. I
10. The aforementioned types of equipment comprise some of the
largest groupings of equipment with significant dollar values. Other
equipment categories include vehicles, printing equipment,
photography equipment, cartography equipment, CRAFT materials, waste
handling machines, water and chemical systems, radio equipment,
miscellaneous electronic and mechanical equipment, medical equipment
and scientific equipment. Acquisition of most of these types of
equipment is directed to the appropriate designated technically
cognizant office for review and/or approval. Issues such as
compatibility, price, security, possible redundancy of services,
possible standardization of equipment, and consolidation of
maintenance services are discussed either during that review or in
the subsequent procurement rp ocess when contracting officers call
attention to these issues.
11. The following summarizes actions that are being pursued at
this time:
a. A computer listing of CONIF data on current
service contracts to expire at the end of FY85 is being
reviewed by all Agency directorates for possible renewals
in FY86. As feedback on renewals and cancellations is
received in Procurement Division, the contracting officers
will seek to consolidate service contracts wherever
practical. Particular attention will be given to
consolidating the OWang service contracts for the
Agency. The list currently contains vendors with C
service contracts.
CONFIDENTIAL
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CONFIDENTIAL
b. OIT is pursuing an objective to establish a Work
Station Integrator contract for maintenance of Agency
standard Personal Computers (PCs), terminals and other
equipment that could be standardized. Also they are
exploring software packages for selected applicability in
the Agency.
c. The preliminary results of a recent OIG study on
Agency television production are being reviewed by all
television production components in the Agency. The study
examined whether or not a new centralized Agency
television production unit should be established with a
new television-related career sub-group with consolidated
support functions sum library and reference support
and replication.
d. Plans are being developed to standardize
furniture and furnishings such as office systems furniture
e. PD is continuing to identify items in use in the
Agency that are becoming commonly used and apply for
central funding and contract consolidation for these where
for the new building and desk top calculators.
12. Consolidation of contracts and standardization of equipment
are often worthwhile objectives. However, standardization has been
difficult in light of Foreign Ownership, Control or Influence (FOCI)
policy which can cause customer offices to seek more new vendors and
contracts because of possible rejection of existing vendors. Also,
there must be a balance between competition and standardization to
meet legal requirements, operational objectives, and cost
possible.
13. Procurement Division can supply further information on the
numbers of vendors and contracts and PD can take the initiative in
promoting contract consolidation and standardization where
practical. However, the loftier goals such as centralization of
maintenance services, centralization of equipment management programs
or organizational consolidations should be addressed by an
independent study group. The OIG has already performed such a role
at least with regard to Agency television production. OIG is also
effectiveness.
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currently studying the Printing and Photography Division. Because
standardization requires a commitment by user activities as well as
the Office of Logistics, progress could be made through the issuance
of a Headquarters Notice to all components and the establishment of a
standardization working group representing the various components of
the Agency. The key is to convince Agency components that
standardization is in the best long-term interest of the Agency. It
is suggested that existing programs such as the Agency Copier
Management Program administered by P&PD could be used as models if
new equipment programs are required. It should be cautioned,
however, that the more comprehensive programs such as the CMP require
significant staffing resources
CONFIDENTIAL
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MEMORANDUM FOR: Chief, Supply Division, OL
Chief, Procurement Division, OL
Acting Director of Logistics
SUBJECT: Centralized Equipment Standardization
1. Attached herewith are copies of correspondence
generated by the Executive Director of the Agency to begin a
course of action headed toward increased standardization of
Agency equipment and maintenance contracts. It is my
understanding that nothing has been done in this area since we
sent a reply over to the DDA and the Executive Director. I
really feel that the day of reckoning on this subject is near
when the Executive Director will ask about the progress we are
making or the problems we have encountered.
2. Please let me know what actions you are undertaking in
UNCLASSIFIED when separated
from attachment
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DDA Registry
85-0048g
88 MAR 1
25X1
FROM: Harry E. Fitzwater
Deputy Director for Administration
SUBJECT: Centralized Equipment Maintenance
REFERENCE: Note for DDA fm EMIR, dtd 7 Feb 85
Subject: Centralized Maintenance Issue
1. By way of response to the last paragraph of your 7 February note
on the centralized maintenance issue, I have asked the Director of
Logistics to keep the pressure on in developing a program to reduce both
the total number of contracts and the number of vendors over a two to
three-year time period... We envision a multi-phased approach which will
involve cognizant technical offices.
2. We propose action to include the following specific areas:
a. Agency Copier Management Program - The centralization of
copy machine procurement and maintenance services in P&PD/OL has
been a resounding success in standardizing equipment and
consolidating maintenance services. This is about to become unglued
because of Agency policy on contracting with organizations subject
We must have relief from this policy in the area of copy equipment
or we will end up with second-rate equipment and significant
increases in maintenance and servicing problems. P&PD/OL is now
documenting the case for an across-the-board waiver to FOCI policy
to foreign ownership control-or influence (FOCI)
as it applies to copier equipment.
b. The whole new area of video and television equipment needs
to be centralized as we have done in the copier equipment arena. OL
has prepared a proposal to implement such a program to preempt
future problems in contracting for maintenance of the equipment.
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"ICrEZ
c. We have recuested OC to review their extensive equipment
inventory in an effort to increase standardization in their
cognizant materiel. We shall monitor all service contracts in'this
area and consolidate requirements wherever possible. =
d. OL will assist in identifying commonality in personal
prcperty equipment and furnishings in order to facilitate
consolidated service, maintenance, and repair of personal property.
Specific examples in these areas are: (1) plans now in progress to
standardize on office systems furniture for the new building, (2)
desk top printing calculators, (3) electric typewriters, and (4)
materiel and accessories in support of CRAFT installations. This
consolidation effort should substantially reduce the number of
service contracts and vendors that Agency customers and.Logistics
3. Assuming we will receive a reasonable amount of cooperation frog
our Agency customers, we are hopeful that a move to standardize office
equipment will result in our ability to consolidate service contracts
must deal with regularly.
and a reduction in the number of vendors requiring access to Agency
facilities. We will target on a 25 percent reduction by 1988.
Ha E. Fi ter
25X1A/MS :27Mar85
retype room L
))rig - Adse
1 - DDA Subject
1 - DDA Chrono
1 - DDA/MS Subject
1 - DDA/MS Chrono
1 -.D/OL
1 - D/OC
1 - D/OIT
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- Addressee
- DDA
- Official File
- D/L Chrono
- C/SD Chrono
- C/PD Chrono
- OL Files
(13 March 1985)
SUBJECT: Centralized Equipment Maintenance
DC/PD/OL,
Distribution:
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MEMORANDUM FOR: Executive Director
FROM: Harry E. Fitzwater
Deputy Director for Administration
SUBJECT: Centralized Equipment Maintenance
REFERENCE: Note for DDA fm ExDir dtd 7 Feb 85,
Subj: Centralized Maintenance.Issue
1. By way of response to the last paragraph of your
7 February note on the centralized mainterfance issue, I have
asked the Director of Logistics to keep he pressure on in
developing a program to reduce both the/"
otal number of contracts
and the number of vendors over a 2-3 year time period. We
envision a multi-phased approach which will involve the cognizant
technical offices (i.e. Office of Information Technology (OIT),
Office of Security (OS), Office of Communications (OC), Office of
Technical Service (OTS), Printin and Photography Division/Office
of Logistics (P&PD/OL), as well as Procurement Division/OL
(PD/OL) and Supply Management ranch (SMB) of Supply Division/OL
(SD/OL) 1 - /
2. We propose action Ain the following specific areas:
a. Personal Computers (PC's) and other ADP Hardware -
In an effort to standardize on one or two PC's for
Agency-wide use, ft is suggested that in your role as
Chairman of the gency's Information Systems Board (ISB) you
could task the equirements and Technology Acquisition
Working Group (R&TAWG) to identify no more than two types PC's to be used as the Agency standard. The ISB could thenf
establish appropriate approval mechanisms for offices who
request deviation from the standards. The Office of
Logistics (OL) working with OIT would then consolidate
serviceiand maintenance contracts into one or possibly two
contracts to service all PC's. To simplify the bookkeeping,
the C,6mptroller should centrally fund all maintenance by
all ting the required funding to OIT/DDA.
b. Agency Copier Management Program - The
entralization of copy machine procurement and maintenance
services in P&PD/OL has been resounding success in
OL 12041-85
?-
R
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standardizing equipment and c
on
l
so
idating maintenance
services. This is about to become unglued because of Agency
policy on contracting with organizations subject
ownership control or influence (FOCI) reign
We
must have relief from this
li
po
cy in t e area of oov
equipment or we will end up with second-rate equipment and
significant increases i
" maintenance and servicing
problems. P&PD/OL is now documenting the case for across
the board waiver to FOCI policy as it applies/to copier
equipment.
c. The whole new area and t /leviion n eeds to be centralized as we have odone/In thescopieruipment
equipment arena. OL has prepared a proposal to implement
such a program to preempt future probYems in contracting for
maintenance of the equi
ment
p
.
d. We have requested OC to review., their extensive
equipment inventory in an effort/to increase standardization
in their cognizant materiel. We shall monitor all service
contracts this area and consolidate requirements wherever
possible.
e. SMB/SD/OL will assist in identifying commonality in
personal property equipment and furnishings in order to
facilitate consolidated/service, maintenance and repair of
personal property. Specific examples in these areas are:
(1) Plans now in progress to standardize on office systems
furniture for the new building, (2) desk top printing
calculators, (3) electric typewriters, and (4) accessories in support of CRAFT installations. mater and
consolidation effort should substantially reduce the number
of service contracts and vendors that Agency customers and
Logistics must/deal with,
3. Assuminq,/
we will receive a reasonable amount of
cooperation from/our Agency customers, we are hopeful that a mov
to standardize office equipment will result in our ability to. e
consolidate service contracts and a reduction in the number of
vendors requiring access to Agency facilities. We will target on
a twenty-five percent (25t)
redact; ~__ ,
Harry E. Fitzwater
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!, Vebruary -1985 note..
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DD/1 Registry)
SECQ~T
7 1/-Zf'07 /, p
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 different vendors.
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
suggestion.
sronr.
L, MET
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v
20 August 1984
MEMORANDUM FOR: Deputy Director for Administration
THROUGH: Deputy Director for Intelligence
25X1 - 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--OOP'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 DDt 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
con tracts witn outside
organizations ini
i
g
n excess of nnuall
there are numerous y. Moreover,
Pieces
contract is handled through fother poffices rorhagencies, suihe
DOD. In' short, we may have 25 or'more different placesto hcall
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,
etc. With the more complex equipment such uasiadvancedncopiers,
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 buildin
necessar 9, escorting them as
y, 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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 Declassified in Part - Sanitized Copy Approved for Release 2012/07/02 : CIA-RDP90-00379R000100270001-5
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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 Declassified in Part - Sanitized Copy Approved for Release 2012/07/02 : CIA-RDP90-00379R000100270001-5
DDA SUBJECT FILE Copy
MA 84-2507/9
2 5 JAN 1985
MEI-CRANDUR FOR:
FPM:
Executive Director
Harry E. Fitzwater
Deputy Director for Administration
.SUBJECT:
Centralized Equipment Maintenance
REFERENCE:
a.
AIM Note to DDA from EXDIP, dtd 2 January 1985,
Same Subject
b.
c.
Memo to DDA from D/CPAS, dtd 20 August 1984,
Subject: Proposal for a Centralized Agency
Maintenance Organization
Memo to DDCI from C/ADPSU, CPAS/DI, dtd 5 December
1984, Subject: Proposal for Centralizing Equipment
Maintenance
1. In response to your AD! 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 com^,on 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
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resource constraints and the diversity of equipment in the
inventory. In spite of our continuing efforts to consolidate
requirements, the Agency presently has approximate)
maintenance and repair contracts withF----]different ven ors.
2. Notwithstanding the magnitude of the problem, one of the bright
standardization--office furniture, IBM typewriters, and
S E C R E T
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 Declassified in Part - Sanitized Copy Approved for Release 2012/07/02 : CIA-RDP90-00379R000100270001-5
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certain technical equipment used by the Office of Communications and the
Office of Data Processing. The Office of Logistics attempts to
standardize whenever the category is large enough, and when the major
aistomers 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,
i
l
d
nc
u
ing several MI 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. F-~
4. We followed through in October 1984 with
on their referenced proposal for a centralizes Agenc
TO7nt
y
ena
As a result of that meeting, was to provide us a iist ot
is
component's maintenance problems so that we can assist him in irproving
maintenance for systems/equipm;ent for which his organization is
responsible. We need to know what the problems are before we can call
upon DA a .ertise to help him solve them. We have not yet received this
list.
5. I recommend that our above initiative be ed, and have
drafted the attached memorandum from you to if you agree.
I
Attachment:
As stated
0 - Adse w/att.
1 - ER w/att.
O1 - DDA Subj w/att.
1 - DDA Chrono wja:att.
1 - DDA/MS Subj w/att.
1 - DDA/MS Chrono w/o att.
1 - D/L w/att.
Distribution:
ORIG:DA/PO:~ Ic=:16 Jan 85
Harry E. Fitzwater
S E C R E T
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 Declassified in Part - Sanitized Copy Approved for Release 2012/07/02 : CIA-RDP90-00379R000100270001-5
STAT
MEMJRAND(M FOR: Chief, ADP Support Unit, CPAS/DI
FROM:
Executive Director
SUBJECT: Proposal for Centralizing Equipment Maintenance
REEMLI`K E: no to DDCI from C/ADPSU, CPAS/DI, dtd 5 December 1984,
Same Subject
STAT
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
the DA Planning Officer, will be in touch with youainythis l regard.
h,*A I5/-d V7///
STAT
STAT
cc: DDI
C/CPAS/DI
ORIG:DA/POL Icmm:16 Jan *5
Distribution:
0 - Adse
1 - ER
~1 - DDA Subj
~--1 FDA Chroi o
1 - DDA/MS Sub j
1 - DDA/MS Chrono
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 Declassified in Part - Sanitized Copy Approved for Release 2012/07/02 : CIA-RDP90-00379R000100270001-5
9 January 1985
MEMORANDUM FOR: Executive Director
VIA: Deputy Director for Administration
FROM:
Director of Logistics
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SUBJECT: Centralized Equipment Mainten4nce
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 0 maintenance and repair contracts with
over 0 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.
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 Declassified in Part - Sanitized Copy Approved for Release 2012/07/02 : CIA-RDP90-00379R000100270001-5
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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 procedur
- -11
es
2. Notwithstanding the magnitude of the problem, there are
some bright spots:
standardi~eain OLwbelieve that competithetivebest approach. wMuch co ldeaeer
done but it would require a higher level mof?cooperation and be
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.
group to achieve this would best be chHaving that, perhaps a
aired bylsomeone outside of
OL who has less of a vested interest in the outcome.
4. In the short term, we will
again in the Agency a notice or memorandumseekingutheirasu offico heads
standardization of equipment. g PPort of
2
S F. (' R F. T
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 Declassified in Part - Sanitized Copy Approved for Release 2012/07/02 : CIA-RDP90-00379R000100270001-5
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SUBJECT: Centralized Equipment Maintenance
D/OL:fjs (9 Jan 85)
Distribution:
Orig - Addressee
1 - ER
2 - DDA
1 - PD/OL
1 - PMS/OL
1 - OL Files
1 - D/L Chrono
3
S E C R E T
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