CENTRALIZED EQUIPMENT MAINTENANCE

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP88G00186R000800900007-2
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: December 22, 2016
• Document Release Date: July 1, 2010
• Sequence Number: 7
• Publication Date: March 27, 1985
• Content Type: MEMO

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ROUTING AND RECORD SHEET
SUBJECT: (Optional)
Centralized Equipment Maintenance
FROM: EXTENSION
NO. STA'
Officer
DA Plannin
I
g
STA'
7D18 HQ
DATE 27 Mar 85
TO: (Officer designation, room number, and
building)
DATE
OFFICER'S
COMMENTS (Number each comment to show from whom
INITIALS
to whom. Draw a line across column after each comment.)
RECEIVED
FORWARDED
EXO/DDA
2 "'!:
. X985
Attached is a response, drafted by
2.
OL, to the EXDIR's "25 percent
reduction in the dimension of the
maintenance problem in 2-3 year
3.
time period."
AADDA
/
I deleted a section In Prc- ter
4.
I discussed it with STA'
because it was inconsistent with
D/OIT's recent decision on PCs.
s.
DDA
2 9 MA
198..
STAT
6.
7.
Attachment
STAT
8.
9.
10.
11.
12.
13.
14.
15.
FORM 61 O USE PREVIOUS
I-79 EDITIONS
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DDA Registry
85-0048/1
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
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. 25X1
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 organiza
to foreign ownership control or influence (FOCI) (see 25X1
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
as it applies to copier equipment.
b. The whole new area of video and television equipment needs 25X1
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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c. 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 ins this
area and consolidate requirements wherever possible.
d. 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)
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
must deal with regularly.
3. Assuming we will receive a reasonable amount of cooperation from
our Agency customers, we are hopeful that a move to standardize office
equipment will result in our ability to consolidate service contracts
and a reduction in the number of vendors requiring access to Agency
facilities. We will target on a 25 percent reduction by 1988.
Harry E. Fitzwater
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Executive Registry
SECRET
640/1
L`.
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.
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 origaator of this
- suggestion.
SECRET
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DDA 84-2507/9
2i
FROM: Harry E. Fitzwater
Deputy Director for Administration
SUBJECT: Centralized Equipment Maintenance
REFERENCE: a. AIM Note to DDA from EXDIR, dtd 2 January 1985,
Same Subject
b. Memo to DDA 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 common 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, land
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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
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.
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.
AWe followed through in October 1984 with) land Tom
organization. At that time, a member of my staff met wi
As a result of that meeting, was to provide us a list o is
component's maintenance problems so that we can assist him in improving
maintenance for systems/equipment 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.
Attachment:
As stated
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Harry E. Fitzwater
25X1
25X1
25X1
25X1
25X1
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5 S D /A F istry
-,2,5-0 -7110
MEM)RANDLM 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.
the DA Planning Officer, will be in touch with you in this r
cc: DDI
C/CPAS/DI
ORIG:DA -=m:16 Jan *5
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