Kennedy Center: Information On Facility Management Capability (Letter
Report, 03/25/98, GAO/GGD-98-56).

Pursuant to a congressional request, GAO reviewed the status of the John
F. Kennedy Center for the Performing Arts' efforts to define and
implement: (1) facility management positions; (2) a facility management
system; and (3) facility project and financial reports.

GAO noted that: (1) the Center managers, including the Board of
Trustees, determined that the Center's facility management program would
be operated by a few managers supported by a small in-house staff and
contractor technical staff; (2) currently, six facility-related
managerial positions have been established and, according to Center
officials, they do not anticipate a need for additional positions in the
future; (3) the six managerial positions include the Vice President for
Facilities; the Directors of Contracting, Facilities, Security, and
Auxiliary Services; and the Project Executive; (4) all but the Vice
President for Facilities and the Director of Auxiliary Services
positions were established in 1994 and 1995; (5) in August and September
1996, the Center created the Director of Auxiliary Services and Vice
President for Facilities positions, respectively; (6) with the exception
of the Vice President for Facilities, the managers in these positions
use contractors to either support operations that they are responsible
for, such as parking, or provide management support; (7) in the latter
instance, the Project Executive--in so far as major construction
projects are underway--uses contracted technical management expertise,
particularly for project planning, design, construction, and
construction management; (8) several committees have been established to
assist in coordinating facility operations with performing arts
schedules and to provide a forum for decisionmaking; (9) these
committees bring together managers and staff from throughout the Center;
(10) the committees consider a range of facility issues and problems,
varying from those associated with the day-to-day execution of
construction contracts to resolving policy level issues such as the
approval of the appropriated funds budget; (11) to provide facility
operating information to key managers, the Center has purchased and is
implementing a computer-integrated facility management (CIFM) system;
(12) to date, the Center is progressing with implementation of four
module: Property Portfolio, Asset Manager, Maintenance Manager, and
Preventative Maintenance; (13) GAO did not evaluate the usefulness of
the system or the output that managers obtain because of the recent and
ongoing implementation of the system; (14) in addition to the CIFM
system, the Center staff developed 11 reports for use in managing
appropriated funds; and (15) these reports are to provide managers with
information for tracking items such as appropriated funds usage,
contractor progress on work, and contract payment approvals.

--------------------------- Indexing Terms -----------------------------

 REPORTNUM:  GGD-98-56
     TITLE:  Kennedy Center: Information On Facility Management 
             Capability
      DATE:  03/25/98
   SUBJECT:  Facility repairs
             Management information systems
             Construction contracts
             Federal facilities
             Facility maintenance
             Human resources utilization
             Contract administration
             Personnel management
IDENTIFIER:  John F. Kennedy Center Capital Improvement Program
             
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Cover
================================================================ COVER


Report to Congressional Requesters

March 1998

KENNEDY CENTER - INFORMATION ON
FACILITY MANAGEMENT CAPABILITY

GAO/GGD-98-56

Kennedy Center

(240259)


Abbreviations
=============================================================== ABBREV

  CIFM -
  NPS -
  PMO -

Letter
=============================================================== LETTER


B-278994

March 25, 1998

The Honorable John H.  Chafee
Chairman
The Honorable Max Baucus
Ranking Minority Member
Committee on Environment and Public Works
United States Senate

The Honorable Jay Kim
Chairman
The Honorable James A.  Traficant, Jr.
Ranking Minority Member
Subcommittee on Public Buildings and Economic Development
Committee on Transportation and Infrastructure
House of Representatives

This report responds to your request for information on the status of
the John F.  Kennedy Center for the Performing Arts' (Center) efforts
to define and implement (1) facility management positions; (2) a
facility management system; and (3) facility project and financial
reports, since Congress, in 1994, transferred responsibility for the
operation and maintenance of the Center\1 from the National Park
Service (NPS) to the Center's Board of Trustees (Board).  In
response, Center managers began making changes to create a facility
management organization to operate the facility.  According to both
Center officials and records, the changes continue, particularly in
regard to the management systems and reports. 

The John F.  Kennedy Center Act Amendments of 1994\2 (the Amendments)
provided that the Board was to plan, design, and construct each
repair or improvement project and provide the maintenance, repair,
alteration, janitorial, security, and other services and equipment
necessary for the operation of the facility.  The Amendments\3 also
provided for the transfer, to the Board, of NPS employees assigned to
duties related to functions transferred to the Board. 

This report, in so far as it discusses management of the capital
repair program at the Center, updates information contained in our
1993 report on the Center's program.\4 While the 1993 report focused
on the use of appropriated funds, we also noted that the Center
lacked an in-house federal contracting officer as well as architects,
engineers, or other occupations that would be associated with capital
projects. 


--------------------
\1 The John F.  Kennedy Center Act Amendments of 1994, Public Law
103-279, 108 Stat.  1409 (1994). 

\2 Section 4(a) (F),(G),(H) of the John F.  Kennedy Center Act
Amendments of 1994, Public Law 103-279, 108 Stat.  1409, 1411-1412
(1994), which amended Section 4 of the John F.  Kennedy Center Act,
20 U.S.C.  76j. 

\3 The John F.  Kennedy Center Amendments of 1994, Public Law
103-279, 108 Stat.  1409, 1413-1414 (1994), which amended section 5
of the John F.  Kennedy Center Act 20, U.S.C.  76k. 

\4 Kennedy Center:  Information on the Capital Improvement Program
(GAO/GGD-93-46, Feb.  9, 1993). 


   RESULTS IN BRIEF
------------------------------------------------------------ Letter :1

The Center managers, including the Board, determined that the
Center's facility management program would be operated by a few
managers supported by a small in-house staff and contractor technical
staff.  Currently, six facility-related managerial positions have
been established and, according to Center officials, they do not
anticipate a need for additional positions in the future. 

The six managerial positions include the Vice President for
Facilities; the Directors of Contracting, Facilities, Security, and
Auxiliary Services; and the Project Executive.  All but the Vice
President for Facilities and the Director of Auxiliary Services
positions were established in 1994 and 1995.  In August and September
1996, the Center created the Director of Auxiliary Services and Vice
President for Facilities positions, respectively.  With the exception
of the Vice President for Facilities, the managers in these positions
use contractors to either support operations that they are
responsible for, such as parking, or provide management support.  In
the latter instance, the Project Executive--in so far as major
construction projects are underway--uses contracted technical
management expertise, particularly for project planning, design,
construction, and construction management. 

Several committees have been established to assist in coordinating
facility operations with performing arts schedules and to provide a
forum for decisionmaking.  These committees bring together managers
and staff from throughout the Center.  The committees consider a
range of facility issues and problems, varying from those associated
with the day-to-day execution of construction contracts to resolving
policy-level issues such as the approval of the appropriated funds
budget. 

To provide facility operating information to key managers, the Center
has purchased and is implementing a computer-integrated facility
management (CIFM) system.  To date, the Center is progressing with
implementation of four modules, Property Portfolio, Asset Manager,
Maintenance Manager, and Preventive Maintenance.  We did not evaluate
the usefulness of the system or the output that managers obtain
because of the recent and ongoing implementation of the system.  In
addition to the CIFM system, the Center staff developed 11 reports
for use in managing appropriated funds.  These reports are to provide
managers with information for tracking items such as appropriated
funds usage, contractor progress on work, and contract payment
approvals. 


   BACKGROUND
------------------------------------------------------------ Letter :2

The Kennedy Center, established in 1964 as both a national cultural
arts center and a memorial to the 35th President, opened in September
1971.  Shortly thereafter, in 1972, the Secretary of the Interior,
through NPS, assumed responsibility for building maintenance,
security, interpretative, janitorial, and all other services
necessary for the nonperforming arts functions of the Center.  The
Board, however, retained responsibility for all performing arts
activities.  The relationship was formalized in a July 1973 agreement
between NPS and the Board. 

In the early 1990s, the Board petitioned Congress for complete
control of all facility operations at the Center.  In part, the Board
based its request on the difficulty encountered in managing the
Center under the dual responsibility established by the July 1973
agreement.  In response, Congress, in the 1994 Amendments,
transferred responsibility for the operation and maintenance of the
facility from NPS to the Board and authorized appropriations to be
made to the Board for this purpose.  With the implementation of the
Amendments the Board assumed responsibility for managing the
day-to-day operation and maintenance related to the performing and
nonperforming arts functions as well as the long-term care of the
facility. 

The development of an overall organizational structure for the
Kennedy Center was one item we discussed in a 1972 report.\5 In
discussing the direction in which the new Center could proceed, we
stated that the Center should establish an organizational structure
that clearly defines and specifically assigns responsibility for
performance of functions while delegating appropriate authority to
perform such functions. 

Subsequently, in a February 1993 report\6 we noted that the Center
did not have individuals on staff with certain professional and
technical skills, such as a federal contracting officer or architects
and engineers that would be associated with managing capital
projects.  However, our report noted that, on the basis of our
discussions with Center officials, there appeared to be no reason
that--with sufficient time and funding--the Center could not acquire
the necessary management capability. 

In August and September 1995, a Center consultant evaluated the
Center's operational and maintenance functions to identify strategies
for improving the efficiency and effectiveness of the facility
management staff and operations.  The consultant's September 1995
report\7

noted in part that there were no clear lines of responsibility within
the existing facility management structure and that job descriptions
were not clearly defined.  The consultant recommended that mechanisms
be developed to (1) establish clear lines of responsibility and
authority, (2) consolidate all services related to the maintenance of
the facility under one authority, and (3) develop specific and
detailed job descriptions for each position.  Further, the
consultant's report also noted that "An organized system should be
developed for managing information concerning the facility operations
to be used to monitor performance against established standards."


--------------------
\5 Finances and Operations of the John F.  Kennedy Center for the
Performing Arts, B-154459, Aug.  8, 1972. 

\6 Kennedy Center:  Information on the Capital Improvement Program
(GAO/GGD-93-46, Feb.  9, 1993). 

\7 Facility Management Assessment, Phase I; Wiss, Janney, Elstner
Associates, Inc., Trammell Crow Company, and Environmental Systems
Design, Inc., Sept.  1995. 


   OBJECTIVES, SCOPE, AND
   METHODOLOGY
------------------------------------------------------------ Letter :3

The objectives of our work were to develop information on the status
of the Center's efforts to (1) define and implement facility
management positions; (2) develop or procure and implement a facility
management system; and (3) develop facility project and financial
reports, since the 1994 transfer of facility responsibilities from
NPS to the Board.  Therefore, we limited our inquiries to identifying
the facility management positions that were created by the Center
since the 1994 transfer.  We also identified the management systems
and reports that support the facility management positions.  We did
not attempt to assess whether the persons filling facility management
positions had the expertise or experience necessary for those
positions or whether the definitions of the roles or responsibilities
of the positions were complete.  Further, we did not assess whether
the management systems and reports had the capability to or were
being used properly to assist facility managers. 

We defined the scope of facility management functions in accordance
with guidelines of the International Facility Management
Association.\8 The guidelines provide that facility management
coordinates the physical workplace with the people and work of the
organization.  In general, the scope of responsibilities can begin
with the parking lot and extend to the grounds; building exterior;
building systems; building services; and the layout, furniture, and
furnishing of staff work space.  The Association notes that 8 groups
of similar activities, comprising 41 responsibilities, are commonly
involved in managing facilities.  The eight groups involve real
estate, long-range planning, space management, interior planning,
interior installations, maintenance and operations, architecture and
engineering services, and budgeting. 

To obtain information on the development of facility management
positions and their associated roles and responsibilities, we
obtained Center organizational charts, discussed the roles and
responsibilities of each managerial position with the current
occupant, and obtained the position description.  Since our objective
was to provide information on the status of the creation of
positions, we did not assess the appropriateness of organizational
structures. 

To obtain information on the status of changes in the facility
management systems and reports, we interviewed Center officials;
reviewed documentation prepared by the Center or its vendors and
obtained information on implementation schedules.  To gain an
understanding of the potential assistance the systems and reports
could provide managers, we interviewed Center officials; reviewed
contracting records and vendor materials; and reviewed documentation
provided by finance and project officials, which demonstrated the
types of reports that have been designed and implemented.  Since our
objective was to provide information only on the status of systems
and reports, not the accuracy of the output of the systems, we did
not test the accuracy or the completeness of the outputs we obtained. 

We did our work between January and December 1997 in accordance with
generally accepted government auditing standards.  On February 17,
1998, we provided a draft of this report to the Chairman of the
Kennedy Center for review and comment.  The Center's oral comments
are discussed near the end of this report. 


--------------------
\8 International Facility Management Association, The IFMA Report #1,
1984. 


   SIX FACILITY MANAGEMENT
   POSITIONS
------------------------------------------------------------ Letter :4

Responsibility for the various facility management functions,
transferred to the Center by the Amendments, is currently delegated
to six facility management positions.  Officials to whom we spoke
told us that they do not anticipate a need for additional facility
management positions. 

   Figure 1:  Facility Management
   Structure

   (See figure in printed
   edition.)

Source:  Kennedy Center Organization Chart, February 1997. 


      FOUR FACILITY MANAGEMENT
      POSITIONS WERE DEFINED EARLY
      IN THE TRANSITION
---------------------------------------------------------- Letter :4.1

The Center's facility management organization includes four
managerial positions that either were transferred from NPS or were
created and staffed shortly after the Amendments.  A synopsis of the
history of each position and the positions' roles and
responsibilities is presented below. 

Project Executive.  On December 25, 1994, the NPS architect
responsible for the capital work at the Center was transferred from
NPS to the Center as the Project Executive responsible for the
management of the capital program in the Center's Project Management
Office.  The position description for the Project Executive
summarized the roles and responsibilities as including (1) directing
capital repair projects; (2) managing, along with the Controller and
Director of Contracting, the obligation and control of funds
appropriated for the capital repair program; and (3) serving as the
principal advisor to senior Center managers on matters pertaining to
the capital repair program and facility improvement program planning. 

Director of Facilities.  From September 1995 to December 1996, the
Project Executive, in addition to his role as Project Executive, was
also responsible for the functions of this position.  Effective
December 3, 1996, the role was transferred to, and became an
additional responsibility of, the Director of Security.  On July 20,
1997, the Director of Security, who had performed the duties of
Director of Facilities in an acting capacity, was appointed the
Director of Facilities while retaining the responsibilities of
Director of Security.  Officials to whom we spoke told us that,
although one person has been given responsibility for both positions
to reflect the close relationship between facilities and security
needs in regard to operation of the Center, neither position had been
abolished.  They said that the Center could at any time appoint
separate individuals to each position. 

The position description for the Director of Facilities summarized
the roles and responsibilities as principal advisor to the Vice
President of Facilities (1) on all matters pertaining to facilities
and infrastructure, (2) on all matters pertaining to maintenance and
operations, and (3) for the development and justification of the
Center's annual utilities budget.  Additionally, the Director is
responsible for managing all security, fire, and life safety matters. 

Director of Contracting.  On February 27, 1995, the Center posted a
vacancy announcement to fill the position of Contracting Officer. 
The position description summarized the roles and responsibilities to
include (1) the head of the contracting activity for the Center; (2)
responsibility for the organization and management of the Office of
Procurement; (3) management and control of the Center's appropriated
fund contracting procedures; and (4) management of all aspects of the
procurement cycle, including planning, negotiation and administration
of construction, personal services, technical services, maintenance,
supply, and related contracts in accordance with the Federal
Acquisition Regulation and Center guidance.  The position was filled
on June 11, 1995, by a contracting officer with prior experience in
federal facilities contracting. 

Director of Security.  On November 30, 1994, the Center employed its
former Secret Service liaison as the Director of Security.  The
position description summarized the roles and responsibilities as
including (1) serving as the principal advisor to Center management
on matters affecting safety and security; (2) implementing and
administering procedures affecting safety and security; (3) assisting
the Contracting Officer in managing the contract guard force; (4)
maintaining liaison with pertinent federal and local law enforcement
authorities; and (5) managing the security budget.  On July 20, 1997,
the Director of Security was also designated as the Director of
Facilities, thus combining the roles and responsibilities of both
positions.  However, Center officials told us that because neither
position had been abolished, but simply had been staffed by the same
individual, the Center could at any time appoint separate individuals
to each position. 


      TWO ADDITIONAL FACILITY
      MANAGEMENT POSITIONS WERE
      MORE RECENTLY DEFINED
---------------------------------------------------------- Letter :4.2

Director of Auxiliary Services.  On August 7, 1996, the position of
Director of Auxiliary Services was established and filled.  According
to Center officials, this was an area of facility management that had
not previously received sufficient attention.  The document
appointing the director outlined the position's responsibilities as
including consolidating responsibility for and overseeing the
Center's concessionaire operations, such as the parking contractor,
shuttle bus service arrangements, and taxi dispatching services. 
Subsequently, the job description covering this position was expanded
to include liaison with the contracted restaurant service. 

Vice President for Facilities.  On September 27, 1996, the President
of the Center announced the creation of a senior management structure
that included a Vice President for Facilities.  The announcement
creating the Vice President for Facilities highlighted the importance
of the new position to the Center's strategic plans during the next
few years.  According to the announcement, among the responsibilities
assigned to the new position were those of overseeing all
appropriated funds operations and working with other departments to
implement a host of new facility related initiatives, including the
expansion of the parking garage and the large-screen format theater. 

Further, the announcement established a formal management reporting
structure in which the incumbents in the key facility management
positions report to the Vice President for Facilities. 


   CONTRACT PERSONNEL SUPPORT
   MANAGERS IN FACILITY MANAGEMENT
   POSITIONS
------------------------------------------------------------ Letter :5

The Center managers, including the Board, determined that the
Center's facility management program would be operated by a few
managers supported by a small in-house staff and contractor technical
staff.  As a result, the Center relies on contractor employees for
technical facility management expertise.  To develop information on
the Center's use of contractor employees, we focused our inquiries on
the contractor technical support that the Project Executive employs
in managing the capital improvement program.  Briefly, the management
support supplied by contract employees includes the following: 

Management of construction work.  In 1995, the Center entered into a
Memorandum of Agreement with the U.S.  Army Corps of Engineers -
Baltimore District, for technical assistance, including
architect-engineer contract management, project design reviews,
awarding and managing construction contract(s), contract reviews for
legal sufficiency, and other related services. 

Project design services.  The Center currently retains the services
of architect-engineer firms through a source selection panel process
to prequalify firms.  Prequalified firms are awarded a 5-year
contract with a small monetary guarantee and placed on the contractor
prequalified list.  From this list, prequalified firms may be
selected for engagements for new design work or to do design reviews
of work done by others.  Both types of work can be awarded to a firm
under a task order issued under the 5-year contract. 

Other design work.  The Center plans to continue employing the
services of NPS under an existing Interagency Agreement, dated
September 23, 1994.  The scope of this work may include landscape
design and site planning or work requiring previous experience at the
Center. 

Administrative support.  The Center has entered into a Memorandum of
Understanding and Agreement with the General Services Administration
under which the Center receives accounting services including, in
part, accounting and financial reporting. 


   MANAGEMENT AND STAFF COMMITTEES
   PROVIDE A FORUM FOR FACILITIES
   MANAGEMENT DECISIONMAKING
------------------------------------------------------------ Letter :6

In addition to the six facilities management positions, several
committees that relate to facility management assist managers in
establishing facility policy, coordinating facility work with other
Center activities, and managing the day-to-day contractual aspects of
facilities projects.  Meeting on a regular basis, the committee's
membership ranges from Board members and senior management at the
Operations Committee level to contract managers and technical support
contractors at the Construction Coordinating Committee level.  The
committees include the following: 

Operations Committee.  The Operations Committee, a committee of the
Board, involves Board members and senior staff in quarterly briefings
and presentations on policy issues or operating problems.  In this
regard, we were advised that the committee provides policy guidance,
resolves the most serious issues requiring Board input, and functions
as the Board's eyes and ears in Center operations. 

Architectural Review Committee.  This committee, also a committee of
the Board, was previously referred to as the Fine Arts Review
Committee.  The committee reviews and provides guidance to staff on
detailed aspects of project design and construction work, thus,
according to officials, acting as the Board's project oversight
mechanism between Operations Committee meetings.  The Committee
recently focused on the Concert Hall renovation project, and
officials told us that they expect the Committee to provide similar
guidance on future projects. 

Vice Presidents' Committee.  The members of this committee are the
Center's president and six vice presidents.  The meetings of these
senior managers serve as the mechanism for elevating problems and
policy questions concerning facility work to the attention of the
president. 

Building Operations Coordinating Committee.  This committee, headed
by the Vice President for Facilities, focuses on facility projects'
progress, schedules, problems, or open issues requiring the vice
president's input or decision.  The committee, which generally meets
biweekly, except weekly in response to issues such as budget
preparation, includes facility managers and others, such as the
Director of Production, whose responsibilities may affect or be
affected by facility projects work. 

Construction Coordination Committee.  This committee, under the
Project Executive, includes Center project staff and, as needed,
consultants and technical support staff in weekly meetings focused on
resolving detailed issues involving progress and problems with
contracts, scheduling, or future work. 


   CIFM SYSTEM AND NEW MANAGEMENT
   REPORTS DESIGNED TO ASSIST
   MANAGERS
------------------------------------------------------------ Letter :7

The Center has purchased and is currently implementing a CIFM system. 
Further, the Center developed in-house, and has implemented, a number
of project status and financial tracking reports. 


      CIFM SYSTEM IS DESIGNED TO
      TRACK NUMEROUS FACILITY
      OPERATIONS TO ASSIST IN
      DECISIONMAKING
---------------------------------------------------------- Letter :7.1

On August 9, 1996, after announcing its intent in the Commerce
Business Daily, the Center purchased a system to assist in managing
the facility.  The vendor's literature for the CIFM system procured
described a system directed toward control and management of an
organization's resources, including real estate, equipment,
personnel, space, leases, maintenance, cabling, and project
budgeting.  The system has nine modules, each focused on one aspect
of facility management, and affords managers the opportunity to
produce various analyses of operations. 



                                Table 1
                
                         CIFM System Components

Module title      Module description
----------------  ----------------------------------------------------
Asset Management  Provides a fully automated inventory catalog system
                  to control all assets by tracking price, location,
                  warranty, service data, and maintenance history.

Cable Management  Assists in managing the many communication and
                  network cables, terminals, devices, and sockets in
                  buildings.

Lease Management  Assists in managing all aspects of the
                  administration and planning of property and building
                  leases.

Maintenance       Addresses three areas of maintenance: (1) demand
Manager           maintenance or help-desk functions, (2) planned
                  preventive maintenance, and (3) maintenance
                  projects. It is linked to the Asset Management and
                  Materials Handling modules. After a work order is
                  generated and the task completed, used parts are
                  deducted from inventory and appropriate assets are
                  updated to reflect improvements or repairs.

Materials         Permits users to identify, track, and report on
Handling          materials or assets from furniture, to stocked
                  materials and supplies, to office equipment.

Project           Assists in managing different types of projects from
Budgeting         major construction to remodeling by developing
                  building blocks of information, which include
                  information on materials required, estimated labor
                  time, and costs associated with each task.

Property          The core database through which data entered from
Portfolio         other modules is maintained.

WinStack          Permits the creation of floor and organization
                  layouts within a building to facilitate space
                  planning and management.

Space Analysis    An automated workstation planning module that aids
                  designers and managers in developing new and
                  tracking old workspace programs.
----------------------------------------------------------------------
Source:  Vendor product literature. 

Center officials provided us with the schedule for implementing the
software modules listed in table 1.  The officials advised us that
they have focused implementation efforts on the Property Portfolio,
Asset Manager, Maintenance Manager, and Preventive Maintenance
modules.  The information provided to us indicated that the first
three modules are operational, with the Preventive Maintenance module
anticipated to be operational by the end of the first quarter of
1998.  Regarding the remaining modules, officials advised us that
they have no current time frame for implementing them since they
first focused on those modules that most affected the day-to-day
operation and maintenance of the facility. 

In a related facility management matter, officials advised us that
they have evaluated scheduling software for use in preparing a
comprehensive facility utilization schedule/calendar.  The
schedule/calendar would include utilization of various segments of
the facility, by a number of Center departments, and would reflect
requirements of special events, theater events, rehearsal usage,
meeting room reservations, public space usage, and temporary storage. 
The officials expect to have the software in use during the second
quarter of 1998. 

Management Reports Developed In-house Designed To Track Use Of
Appropriated Funds.  The Center's Project Management Office (PMO),
Contracting Office, and Finance Office share responsibility for
managing the funds appropriated for capital improvements.  The PMO
officials to whom we spoke provided us a list of the 11 management
reports that have been developed and implemented to facilitate the
tracking of federal funds.  The following are examples of the reports
and their purpose. 

Monthly Requisition Summary Report.  This report is to capture all
types of PMO contracting and purchasing information, including the
purchase order number, requisition and obligation amounts, vendor,
type of goods/services, and budget/function code.  Since all types of
contracting and purchasing actions are to be captured, the report
includes administrative costs, construction contracts, design and
consulting contracts, as well as the costs for contract staff, such
as the Corps of Engineers. 

Architect/Engineer Contract Summary Report.  This report is to
present the entire history of a particular contractual relationship
with the Center.  The information contained in the report includes
the contract start and end dates, the contract purpose, the original
contract amount, any adjustments to the original amount, and the
current adjusted amount of the contract. 

Payment Recommendation and Approval Report.  This report is to
present information required for processing and approving a contract
payment request.  The report also is to provide a contract's
historical payment record as well as the percentage of the contract
work completed as of the last payment. 


   AGENCY COMMENTS
------------------------------------------------------------ Letter :8

We provided copies of a draft of this report to the Chairman, John F. 
Kennedy Center, for comment.  On March 10, 1998, the Center's Vice
President for Facilities provided us with oral comments on the draft
report.  The Vice President advised us that the Center generally
agreed with the information in the report.  The Vice President also
provided comments to clarify some of the information presented in the
report, which we have incorporated where appropriate. 


---------------------------------------------------------- Letter :8.1

We are sending copies of this report to the Chairmen and Ranking
Minority Members of the Senate Subcommittee on Transportation and
Infrastructure, and the House Committee on Transportation and
Infrastructure, and the Chairman of the John F.  Kennedy Center for
the Performing Arts.  Copies will be made available to others upon
request. 

Major contributors to this report are listed in the appendix.  If you
have any questions about the report, please call me on (202)
512-8387. 

Bernard L.  Ungar
Director, Government Business
 Operations Issues


MAJOR CONTRIBUTORS TO THIS REPORT
=========================================================== Appendix I


   GENERAL GOVERNMENT DIVISION,
   WASHINGTON, D.C. 
--------------------------------------------------------- Appendix I:1

Ronald King, Assistant Director, Governmentwide Facility Management
 Issues
Thomas Johnson, Evaluator-in-Charge
Hazel Bailey, Communications Analyst
John Parulis, Senior Evaluator


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