ADMINISTRATIVE SERVICES REORGANIZATION PROJECT

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00759R000100150012-7
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 20
• Document Creation Date: December 12, 2016
• Document Release Date: November 5, 2001
• Sequence Number: 12
• Publication Date: November 4, 1977
• Content Type: MF

Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
i4 NOV 1977
MEMORANDUM FOR: Chief, Plans and Programs Staff, OL
FROM: Acting Chief, Real Estate and Construction
Division, OL
SUBJECT: Administrative Services Reorganization Project
REFERENCE: Memo dtd 25 Oct 77 to Heads of Exec Depts and
Establishments fm J.W. Solomon and W.G. Granquist
Chairman and. Vice Chairman, Admin Services
Project, President's Reorganization Project,
Executive Office of the President, OMB
1. In response to the reference we submit the following
list of areas as being most in need of improvement in GSA
operations and suggest that they be included in the study STATINTL
design phase of the project:
b. Maintenance of Emergency Systems
These systems normally are not run; and if
defective do not manifest problems until called upon
to function and fail to do so. If a critical operation
justifies a redundant system, it is frequently noted
that a breakdown is not treated with the same degree
of urgency that a nonredundant system might receive.
Prompt notification of intent to repair or notice that
the redundant system is inoperable would be useful.
Occasionally systems are taken out of service or
work is done without adequate coordination.
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 Approved For Releme 2002/01/08 : CIA-RDP85-00759R000'1 0150012-7
SUBJECT: Administrative Services Reorganization Project
c. Construction, Alteration, Repair
1. Prices on medium-size construction and
renovation projects: the major difficulty seems
to be in calculation of labor costs required. The
customer is not only required to pay $12.36 per
man-hour, regardless of the skill or actual pay
rate of the technician involved, but must absorb
the additional expense of varying productivity of
shop personnel involved. This facet compounded
with the need for certain trades to commute from
central shop locations make labor costs seem
extremely high.
2. Geographic separation complicates the
GSA centralized support concept: in emergencies
much time is lost in getting initial response
followed by additional lengthly waits for the
necessary special equipment to be located and
transported. Productive time is at serious
jeopardy when travel time is deducted from the
normal work day.
3. Project turnaround time seems to suffer
a considerable administrative burden: additional
personnel or expertise on the staff at the building
manager level might be able to expedite the estimat-
ing, negotiating, and quality assurance process.
As presently structured, other than relatively
minor projects have to be sent to Repair and Altera-
ation Division and in some cases to Construction
Management Division with resultant lost time for
completion.
4. GSA internal administration-is cumbersome:
determination of the status of a project becomes a
major effort; there is no automatic feedback (pro-
jects do get lost completely). Sometimes projects
will drag on for a year or more without notice to
the customer of anticipated delays or reasons therefore.
5. Cost estimating: improved accuracy in
cost estimating is most needed. GSA is extremely high
in cost estimating, consistently.
Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
 Approved For Relea 2002/01/08 : CIA-RDP85-00759R00014150012-7
SUBJECT:
Administrative Services Reorganization Project
6.
Quality of construction supervision:
Actual
on-the-job supervision of contractors and
review
and
approval
of shop drawings is lax in
cases.
The
customer
agency must follow the job
closely
to
determine
if performance meets require-
ments.
2. If we can be of further assistance, please contact
STATINTL
Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
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 Approved For Relea' 2002/01/08: CIA-RDP85-00759R0001e1J'150012-7
ATTACHMENT
1. Complete provisioning of building maintenance requirements as
provided for under SLUG to include responsive funding as well
as performance.
2. Because of excessive security costs i.e., clearances and escort
requirements, contracting-out for reimbursable construction,
alteration, and repair is unsatisfactory. Increases in the
number of GSA trade mechanics would be more responsive and cost
effective. The centralized support concept is equally inef-
fective because of the varying productivity of centrally
assigned personnel.
3. Our logistics system is worldwide in scope. Increased decen-
tralization in the materiel procurement activity would enhance
our overall support capability. For example, our specifications
in many areas such as security and communications are much
more restrictive than those called for under the Federal
Supply Schedules. Examination and possible adjustment of the
mandatory clauses for compliance within these schedules would
STATINTL
prove beneficial.
Time and funds expended could be reduced measurably if this
authority were to be decentralized for small space acquisitions.
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 DD/A Registry
Approved For (ease 2002/01/08 : CIA-RDP85-0075990010015c -g g '
4 NOV 1917
Mr. Joseph Malaga, Executive Director
Administrative Services Reorganization Project
Office of Management and Budget
1,ashin ;ton, D. C. 20503
Dear Mr. Malaga:
The opportunity to provide information for your study
on organizational and procedural improvements to centrally
provided, federal administrative services is appreciated.
CIA is heavily reliant upon the General Services Adminis-
tration (GSA) for a variety of services, predominantly in
the Metropolitan Washington Area. The Agency is also
dependent upon the support of the Department of Defense
for supplies and services, although more so in relation
to foreign and domestic training activities. In both
instances, however, centralized support is made difficult
by the unique aspects of Agency operations.
As you are probably well. aware, the Director of Central
Intelligence is statutorily required to protect intelligence
sources and methods including " . . . organization, functions,
names, . . . or numbers of personnel . . . ." These require-
ments, as recorded in a specific CIA exemption within the
Federal Property and. Administrative Services Act of_1949,
complicate the utilization, of centralized federal services
in many functional areas. Because of this statutory require-
ment and the necessity to directly support sensitive foreign
activities, the Agency: maintains its own telecommunications
capability; has a logistics organization providing; supplies,
administrative services, classified printing, and facilities
support; has a centralized security organization which, among
other responsibilities, coordinates Agency facilities protection
by GSA Federal Protective Service officers; and operates, in
coordin:ition with the National Archives and P.ecords Service,
a records management and storage system.
The Administrative Services Reorganization Project
memorandum requested views, problems, and priorities (and
the assumption' is lade that, as it affects CIA, GSA services
Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
OL 7 4939(a)
 Approved For RtMease 2002/01/08 : CIA-RDP85-00759FM0100150012-7
:fir. Joseph Malaga Page 2
are of primary concern). First, CIA's dependence on GSA's
administrative services should be reiterated. The Agency
does not have the size to perform all of these functions
for itself, nor, given the resources, would it be desired
to do so. On balance, GSA support of Agency activities is
more than satisfactory and cooperation and responsiveness
by GSA senior managers'can only be rated as excellent. It
is considered, however, that improvement is needed in
GSA/CIA's joint efforts to acquire and maintain and operate
facilities. This space acquisition/maintenance function
is complicated by several factors: (1) the necessity to
vigorously screen and/or escort all GSA employees and GSA
contractors given access to Agency buildings; (2) the
occasional necessity for very rapid acquisition, relocation,
or modification of a facility either to house an impending,
"state-of-the art," technical collection system, for security
reasons, or to accommodate organizational change; (3) the
S,eographic Isolation of the CIA Headquarters complex from
GSA's centralized professional staff and labor pool; (4) CIA's
necessity to install and operate, on a 24-hour basis, highly
technical, classified systems requiring dual, special utili-
STATINTL ties systems for primary and backup operation; (5) the
necessity to provide expensive, structural modifications
.to CIA facilities for physical security; and (6) the wide
It is recognized that this area of primary concern is
complex'and that a substantial amount of additional informa-
tion may be required. Accordingly,
Executive Officer, Office of Logistics has been
designated as the action officer for th s n tie phase and
will provide what further data your staff may need.
The provision of central administrative services is of
vital concern to CIA and of principal interest to this
Directorate. Please call me if I can he of personal assis-
tance or, if you have the opportunity, please let me arrange
a luncheon and tour of our Langley facility.
Sincerely,
/s/ Michael J. Malanick
' ?ichael J. Malanick
Acting Deputy Director
for
Administration
Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
STATINTJ
STATIN~I
 Approved ForRease 2002/01/08 CIA-RDP85-007598000100150012-7
I r. Joseph Malaga
Distribution:
Orig - Addressee
1 - ER
Z - DDA
~~- OL Official
Originating Office:
Js/ James H. McDonald
I' a c 3
jar es H --I c naId
Director of Logistics
Distribution Withheld:
1 - OL/P&P.S
1 - D/L Chrono
STATINTL EO/OL
(4 Nov 1977)
'4 NOV 1977
Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
 9L ~ J [DD 'k Reg19t y
WASHINGTON. D.C./ 30503
October 25, 1977
SUBJECT: Administrative Services Reorganization Project
The President in his memorandum of June 29, 1977, to you
stressed his personal interest in improving the delivery
of administrative services within the Federal Government.
We will assess the role of the General Services Adminis-
tration and other agencies in providing the goods and
services you need to manage your agencies' programs.
When we have collected and analyzed the data, we will
develop organizational and process alternatives aimed at
improving the management and delivery of supplies, space,
ADP equipment and services, telecommunications, transporta-
tion services, records management, and general administra-
tive support.
We want to begin our work with your views, problems, and
priorities clearly in mind. We want to focus our efforts
in those areas you feel. are most in need of improvement.
We will seek options for improvement and come back to you to
discuss alternative solutions.
The National Aeronautics and Space Administration has loaned
us Joseph Malaga, Director of Management Operations,
Kennedy Space Center, to direct the day to day work on
this project. Joe and his staff will consult regularly
with your key headquarters and field staff as we go along.
However, we do want your initial thoughts to guide us in our
study design. Please send your ideas and comments to
Joseph Malaga, Executive Director, Administrative Services
Reorganization Project, Room 10235 NEOB, Office of Manage-
ment and Budget, Washington, D.C. 20503. We would like to
hear from you by November 4 on anything you want considered
in the study design phase of the project.
. Solomon ' Wayng;/ G. Graf'hq
inistrative Services Project Adm'nistrative Services Project
irman Vic Chairman
UL l 4930
Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
EXECUTIVE OFFICE OF THE PRESIDENT?OFFICE OF MANAGEMENT AND BUDGET
 STATINTL Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
 Approved For ReleIW6 2002/01/08 : CIA-RDP85-00759R000760150012-7
CENTRAL INTELLIGENCE AGENCY
Mr. Joseph Malaga, Executive Director
Administrative Services Reorganization Project
Office of Management and Budget
Washington, D.C. 20503
Dear Mr. Malaga:
The opportunity to provide information for your study
on organizational and procedural i.mnrovements to centrally
provided, federal administrative services is appreciated.
CIA is heavily reliant upon the General Services Adminis-
tration (GSA) for a variety of services, predominantly in
the Metropolitan Washington Area. The Agency is also
dependent upon the support of the Department of Defense
for supplies, and services, although more so in relation
to foreign and domestic training activities. In both
is ti`s--,ces, however, centralized support is i ice difficult
by tie rini oue aspects of Agency operat c ns .
au are probably well aware, the r rector of Central
lnr~lli`,erce is statutorily required to protect intelligence
sources and methods including " . . organization, functions,
names, . . . or numbers of personnel . . . These require-
ments, as recorded in a specific CIA exemption within the
Federal Property and Administrative Services Act of 1949,
complicate the utilization of centralized eceral services
in many functional areas. Because of this statutory require-
ment and the necessity to directly support sensitive foreign
activities, the Agency: maintains its own telecommunications
capability; has a logistics organization providing supplies,
administrative services, classified printing, and facilities
support; has a centralized securit}y organization which, among
other responsibilities, coord-names Agency facilities protection
by GSA Federal Protective Service officers; and operates, in
coordination with the National Archives and Records Service,
a records management and storage system.
The Administrative Services Reorganization Project
memorandum requested views, problems, and Priorities (and
the assumption is made that, as it affects CIA, GSA services
Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
OL 7 4939(a)
 Approved For Relee 2002/01/08 : CIA-RDP85-00759R000T60150012-7
Mr. Joseph Malaga Page 2
are of primary concern). First, CIA's dependence on GSA's
administrative services should be reiterated. The Agency
does not have the size to perform all of these functions
for itself, nor, given the resources, would it be desired
to do so. On balance, GSA support of Agency activities is
more than satisfactory and cooperation and responsiveness
by GSA senior managers can only be rated as excellent. It
is considered, however, that improvement is needed in
GSA/CIA's joint efforts to acquire and maintain and operate
facilities. This space acquisition/maintenance function
is complicated by several factors: (1) the necessity to
vigorously screen and/or escort all GSA employees and GSA
contractors given access to Agency buildings; (2) the
occasional necessity for very rapid acquisition, relocation,
or modification of a facility either to house an impending,
"st.ate-of-the art," technical collection system, for security
reasons, or to accommodate organizational change; (3) the
geographic isolation of the CIA Headquarters complex from
GSA's centralized professional staff and labor pool; (4) CIA's
necessity to install and operate, on a 24-hour basis, highly
technical, classified systems requiring dual, special utili-
ties systems for primary and backup operation; (5) the
rovide expensive_ structural modifications STATINTL
t
to
ne
y
p
cess
ide
[A facilities for physical security; and (UJ Lhhe w
STATINTL
It is recognized that this area of primary concern is
complex and that a substantial amount of additional informa-
o n
l i
Executive Officer, Office of Logistics has been TATINTL
designated as the action officer for this initia phase an
will provide what further data your staff may need.
The provision of central administrative services is of
vital concern to CIA and of principal interest to this
Directorate. Please call me if I can be of personal assis-
tance or, if you have the opportunity, please let me arrange
a luncheon and tour of our Langley facility.
Sincerely,
/sf
Michael J. Malanick
Acting Deputy Director
for
Administration
Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
 Approved For Relea
2002/01/08
: CIA-RDP85-00759R0001' 0150012-7
Mr. Joseph Malaga
Page 3
Distribution:
Orig - Addressee
1 - ER
2 - DDA
1 - OL Official
Originating Office: /s/ James FL McDonald
James H. McDonald
Director of Logistics
4 NOV 1977
Dist rib tion Withheld:
OL/P&PS
1 - D/L Chrono
STATINTL EO/OL/
(4 Nov 1977)
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 STATINTL Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
Next 1 Page(s) In Document Exempt
Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
 F ~~ = REORGANI
PROJECT
FM DP85-00759
WASHINGTON, D.C./ 20503
October 25, 1977
MEMORANDUM TO HEADS OF EXECUTIVE DEPARTMENTS AND ESTABLISHMENTS
SUBJECT: Administrative Services Reorganization Project
The President in his memorandum of June 29, 1977, to you
stressed his personal interest in improving the delivery
of administrative services within the Federal Government.
We will assess the role of the General Services Adminis-
tration and other agencies in providing the goods and
services you need to manage your agencies' programs.
When we have collected and analyzed the data, we will
develop organizational and process alternatives aimed at
improving the management and delivery of supplies, space,
ADP equipment and services, telecommunications, transporta-
tion services, records management, and general administra-
tive support.
We want to begin our work with your views, problems, and
priorities clearly in mind. We want to focus our efforts
in those areas you feel. are most in need of improvement.
We will seek options for improvement and come back to you to
discuss alternative solutions.
The National Aeronautics and Space Administration has loaned
us Joseph Malaga, Director of Management Operations,
Kennedy Space Center, to direct the day to day work on
this project. Joe and his staff will consult regularly
with your key headquarters and field staff as we go along.
However, we do want your initial thoughts to guide us in our
study design. Please send your ideas and comments to
Joseph Malaga, Executive Director, Administrative Services
Reorganization Project, Room 10235 NEOB, Office of Manage-
ment and Budget, Washington, D.C. 20503. We would like to
hear from you by November 4 on anything you want considered
in the study design phase of the project.
inistrative Services Project Administrative 5ervie
Wayn / G. Grafhqu
UL (7 493;
Approved For Release 2002/01/08: CIA-RDP85-087 ( M MWat~9 BUDGET
EXECUTIVE OFFICE OF THE PRESIDENT?OFFICE
 Approved For Rpae se,2002/01/08 : CIA-RDP85-00759RQi00150012-7
:r. Joseph Malaga, Executive Director
Administrative Services Reorganization Project
Office of Mana,_ewent and Budget
Washington, D. C. 20503
Dear Mr. 4Eala.ga.:
The opportunity to provide information for your study
on organizational and procedural improvements to centrally
provided, federal administrative services is appreciated.
CIA is-heavily reliant upon the General Services Adminis-
tration (GSA) ''or a variety of services, predominantly in
the Metropolitan 1 ashinc?ton Area. The Agency is also
dependent upon the support of the Liepartmcnt of Defense
for supplies and services, al thou; }h more so in relation
to foreign and domestic training activities. In both
instances, however, centralized support is made difficult
by the unique aspects of Agency operations.
As you are probably well aware, t'ae Director of Central
Intellir:erice is statutorily required to protect intelligence
sources and methods inclu,li.,V " . organization, functions,
names, . . . or numbers of personnel . . " These require-
ments, as recorded in a specific CIA exemption within the
Federal Property and Ad miinistr,ative Services Act of 1949,
complicate the utilization of centralized federal services
in many functional areas. Because of this statutory require-
ment and the necessity to directly support sensitive foreign
activities, the Agency: maintains its own telecommunications
capability; has a logistics organization providing supplies,
administrative services, classified printing, and facilities
support; has a centralized security or~~ani.zation which, amon
other responsibilities, coordinates Acy.y.ncy facilities protection
by GSA Federal Protective Service officers: and operates, in
coordination with the National Archives and Pocords Service,
a records management and storage syster;..
The Administrative Services Reor7ranization Project
memorandum requested views, problems, and priorities (and
the assumption is made that, as it affects CIA, GSA services
Approved For Release 2002/01/08 : CIA-RDP85-00759R00010015001 PAY 7 4939(a)
 Approved For Reba 2002/01/08: CIA-RDP85-00759R0040150012-7
Mr. Joseph Malaga Page 2
are of primary concern). First, CIA's dependence on GSA's
administrative services should be reiterated. The Agency
does not have the size to perform all of these functions
for itself, nor, given the resources, would it be desired
to do so. On balance, GSA support of Agency activities is
more than satisfactory and cooperation and responsiveness
by GSA senior managers can only be rated as excellent. It
is considered, however, that improvement is needed in
GSA/CIA's joint efforts to acquire and maintain and operate
facilities. This space acquisition/maintenance function
is complicated by several factors: (1) the necessity to
vigorously screen and/or escort all GSA employees and GSA
contractors given access to Agency buildings; (2) the
occasional necessity for very rapid acquisition, relocation,
or modification of a facility either to house an impending,
"state-of-the art," technical collection system, for security
reasons, or to accommodate organizational change; (3) the
geographic isolation of the 'CIA Headquarters complex from
GSA's centralized professional staff and labor pool; (4) CIA's
necessity to install and operate, on a 24-hour basis, highly
technical, classified systems requiring dual, special utili-
ties systems for primary and backup operation; (5) the STATINTL
necessity to provide expensive, structural modifications
t
CIA f
'
o
acilities
or physical security; and (C
It is recognized that this area of primary concern is
complex and that a substantial amount of additional. informa-
tion may be required. Accordingly, STATINTL
Executive: Officer, Office of Logistics has been STATINTL
desijnated as the action officer for this initial phase and
will provide what further data your staff may need.
The provision of central administrative services is of
vital concern to CIA and of principal interest to this
Directorate. Please call me if I can be of personal assis-
tance or, if you have the opportunity, please lot me arrange
a luncheon and tour of our Langley facility.
Sincerely,
Michael J. Nalanick
Acting Deputy Director
10 r
Administration
Approved For Release 2002/01/08: CIA-RDP85-00759R000100150012-7
 Approved For Rase 2002/01/08: CIA-RDP85-00759Rg00150012-7
Mr. J o s c p> h Malaga
Distribution;
Orig - Addressee
1 - ER
2 - DDA
1 - OL Official
Originating Office:
/s/ James H. McDonald
'araes~Fl rTcI70I18la_.~
Director of Logistics
Distribution Withheld:
1 - OL/PF,PS
1 . - D/L Chrono
EO/OL
Added on 19 Dec 77:
1 - RECD
1 - LSD
1 SD
(4 Nov 1977)
Pale 3
NOV 1977
Date
Approved For Release 2002/01/08 : CIA-RDP85-00759R000100150012-7
 R
REC'I ' NIZ, I I.JN
PROJECT
i A " row * : CIA-RDP85-00759
MEMORANDUM TO HEADS OF EXECUTIVE DEPARTMENTS AND ESTABLISHMENTS
SUBJECT: Administrative Services Reorganization Project
The President in his memorandum of June 29, 1977, to you
stressed his personal interest in improving the delivery
of administrative services within the Federal Government.
W
ill
e w
assess the e of the. General Services Adminis-
s t
~. g _? _ 7.,...a
ill.
services you need to.rnanage?your agencies' pro
rams
g
.
When we have collected and analyzed the data, we will
develop organizational and process alternatives aimed. at
improving I;e management an -delivery of supplies, space,
ADP equipment and services, telecommunications, transporta-
tion services, records management, and general administra-
tive support.
We want to begin our work with your views, problems, and
priorities clearly in mind. We want to focus our efforts
in those areas you feel are most in need of improvement.
We will seek options for improvement and come back to you to
discuss alternative solutions.
The National Aeronautics and Space Administration has loaned
us Joseph Malaga, Director of Management Operations,
Kennedy Space Center, to direct the day to day work on
this project. Joe and his staff will consult regularly
with your key headquarters and field staff as we go along.
However, we do want your initial thoughts to guide us in our
study design. Please send your ideas and comments to
Joseph Malaga, Executive Director, Administrative Services
Reorganization Project, Room 10235 NEOB, Office of Manage-
ment and Budget, Washington, D.C. 20503. We would like to
hear from you by November 4 on anything you want considered
in the study desfZjn ase o the project. -
inistrative Services Project Administrative Services Project
J~111.
L'
WASHINGTON, D.c;f ?05Q3
i
October 25, 1977
Wayn,/ G. G
p,,,, RPIPaSe /pg c O L 7 4939
EXECCI RYS FE'~F`r HE ~p QaLf~TT.~jFF CE OF5-BOO MANAGEMENT T AND 01 BUDGET