LOGISTICS SUPPORT 1982 - 1992

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86B01123R000100010018-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 7
• Document Creation Date: December 22, 2016
• Document Release Date: June 3, 2008
• Sequence Number: 18
• Publication Date: January 1, 1982
• Content Type: REPORT

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S E C R E T
LOGISTICS SUPPORT 1982-1992
INTRODUCTION
The planned initiatives in the Agency for the next decade
dictate that current capabilities, skills, management plans,
and organizational structure be analyzed to determine what
changes will be needed to meet future requirements. This paper
addresses the current planning, direction, and alternatives
being undertaken and considered by the Office of Logistics in
continuing and improving support to Agency requirements.
1
S E C R E T
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 The ability to meet short-notice requirements will be ensured by
compound as plannedandiaccommodate new growthby
tBuild the new addition 'on thfe Headquarters!
.A. Headquarters Compound,Concept
one or more of the following:
- LConti.nue_tolease7selected external buildings.
- Build; buy; or lease the Washington metropolitan
area a building large enough to _ house `the remaining;
external eletents plus all new growth gradually
.phasing in_existing components with new growth.
`Relocate the Federal -Highway- R-es'earch--Station to a
new location and adapt their facilities for Agency
,structure. To the extent that compartmented `-information will
..allow, this structure will be'responsive to operational needs.
exist to meetfuturereq.uirements. ,Qne__organizational realignment
includes_ cen.tral_izing__all -covert;-support resources under one
support. OL is currently studying organizational realignments
to assure that the proper mix of skills in the correct numbers
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The perceived need for compartment= tation'has in the
past precluded the coordination needed to appropriately plan
the proprietary entity discussed in Part I.
II: Space for an Expanding Agency_
not be sufficient to. accommodate Agency needs through the next
decade. The following concepts are alternatives to meeting
The planning papers imply that current space plans will
-.Aency space needs.
use.
- place"temporary buildings
or modulars) on-the Headquarters compound.and use
them until one or more of the above can be
- B-uild a new facility-_- wi_thin_us minus-)--miles of- j
accomplished.
SHeadquarters'which can accommodate all elements in
the Washington metropolitan area not slated to move
into the new additions. This would also include all
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depot operations.
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S E U R E T
B. Two Compound Concept
Do not build a new addition on the Headquarters com-.
pound. Instead, build temporary structures to house new, growth
only and develop a new compound on a large tract of land within
100 miles of Headquarters. Most DS&T and DA components would be
housed in this facility and Headquarters would be retained for
DCI, DDI, and DO functions.
C. Satellite Concept
1. Relocate selected offices to other areas within
the region. For example:
2. Relocate directorates throughout the region and
keep DCI and support elements on Headquarters com-
pound. Also could set up geographically by regional
organizations, e.g., all EUR co-located.
3. Explore work-at-home concept via terminals for
selected occupations.
In addition to the concepts stated above, the following
should be considered:
Explore the excavation of the basement in the P&PD
building for offices or storage.
The P&PD building was originally constructed with
the capability to expand via two additional
floors. The two floors could best be used by
editors, cartographers, publishers, or for
housing computers and peripheral equipment.
The proximity of Headquarters to the Potomac River
should be weighed for future relocations and
possibilities of water transportation if moves
were made to Rosslyn, Crystal City, Georgetown,
and MacArthur Boulevard areas.
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S E C R E T
- Explore reconfiguration of parking areas in the
Headquarters compound area to align with the trend
toward smaller automobiles.
- Application of new GSA guidelines on square
footage for workstations.
IV. Strategy to Increase Timeliness and Responsiveness of the
. Acquisition System
Long-term strategy to increase the timeliness and respon-
siveness of Agency procurement, contracting and supply systems
is dependent upon the successful development of a Logistics
Integrated Management System (LIMS). LIMS will be an integrated
management system that recognizes and reacts to service require-
ents and resource constraints, and enhances operational
efficiency, effectiveness, and productivity. LIMS will
progressively increase automation in OL information handling
systems through an expandable, flexible, Agency/office-wide
automated management information system which supports OL
operations. LIMS will transfer labor-intensive operations to
omputers and integrate all OL and OF processes within the
unctions of: property management, requisitioning, cataloging,
inventory management, receiving, procurement, distribution,
vendor payment, management information generation and dissemi-
iation, and those general requirements affecting the whole of
in automated system. LIMS will also relate to and interface
ith Agency accounting, financial, and budgetary processes.
V. Strategy to Become Independent from GSA and to Improve
Logistics Services Support
In the Metropolitan Washington Area, the Agency resides
in Government-owned or leased buildings which have historically
been maintained, operated, and/or leased by the General Services
Administration (GSA). Routine services as required during the
normal 140-hour work week (such as lights, air conditioning,
maintenance, custodial, guard services, etc.) have been funded
by an established Standard Level Users Charge (SLUC) which
currently costs the Agency $28,000,000 per year. Services out-
side normal hours or those of higher quality than considered
standard, are available only if agreed to and funded on a reim-
bursable basis. The activities which are necessary for the
Agency to stay open 24 hours per day, 365 days per year and to
maintain the high level of security required, cost several more
million dollars per year. New construction or major alternatives
are designed and constructed through additional reimbursable
efforts. The same constraints exist to various degrees in
Agency buildings throughout CONUS where GSA is the agent and the
Agency is the client.
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6 h U E Z T
Over the years, GSA has shown either a lack of interest
or alack of ability to provide the level of service or to meet
the required time of delivery of the service. Even when the
Agency has been driven by events to provide extra monetary
resources to GSA to improve matters, the result has been a
period of short-lived interest in improving performance.
Inevitably, service continues to be inadequate and unsatisfac-
tory..
Our efforts to gain independence from GSA are restricted
by that law which designates GSA as the executive agent in
federal requirements for space, renovation, construction and for
maintenance and operation of federally-owned and leased property.
Hence, the only feasible alternative for. independence is delega-
tions.of authority from GSA. We have aggressively pursued this
avenue and recently (9 August d responsibility for
maintenance and operation of We are continually
negotiating with GSA for additional a egations of authority.
The current issues being negotiated are:
A. Maintenance and operation of the OTS complex at 2430
E street -- The complex has deteriorated to such a degree that
the Agency has, in effect, asked GSA to "show cause" why the
Agency should not take over that facility. GSA has indicated
its determination to do better and is in the process of
accomplishing many minor repairs and formulating a schedule of
capital improvements such as major roof repairs or utility
systems upgrade for Agency consideration.
B. Maintenance and operation of the Headquarters Power
Plant -- In response to repeated concern by the Agency relative
to the degree of reliability available from GSA, negotiations
are now in progress to determine the true cost of adequate
maintenance, operation, and those capital improvements
necessary to recover from a plant facility nearing the end of
its useful life expectancy.
C. Leasing and alteration to suit Agency space require-
ments in non-Government buildings -- Negotiations have been
conducted to obtain unlimited authority from GSA for the Agency
to directly lease space. GSA has refused to delegate authority
above the existing 5,000 square foot limit and has promised to
expedite requests to the extent possible. The Agency has placed
GSA on.notice that it will, when necessary to meet operational
requirements, proceed with GSA if possible or without GSA if it
cannot meet operational deadlines.
Independence from GSA will result in improved services
through the:
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S E C R E T
- Control of the custodial, maintenance, and operations
work force.
- Identification and clearance of contractors with the
professional skills required, i.e., architects and
engineers. _
Services can also be improved through the automation of those
labor-intensive activities, i.e., architectural design and layout
functions, receiving and resupply, and mail sorting and distribu-
tion activities..
VI. Strategy to Improve Transportation and Storage Capability
Transportation facilities necessary to adequately support
expanded Agency activities are currently lacking. It is essential
that OL's capabilities to move cargo efficiently, securely, and
on a timely basis be thoroughly explored. OL needs to establish
an independent capability to move cargo through dedicated air and
sea channels. A limited effort is already underway to bolster
our capabilities in this area. During the past year
representatives of the Office of Logistics have investigated the
feasibility of developing a capability to charter ships through
overseas companies. The necessary entities are already in place
which would enable OL to effect charters without revealing the
interests of the US Government. Documentation for this project
is currently being developed. Additional effort to bolster
transportation capabilities include an investigation during FY 83
of the feasibility of reestablishing a dedicated airlift
capability.
The increase in people, the communications recapitalization
program, the implementation of the CRAFT program, and planned
initiatives will all have a considerable impact on OL's storage
capability. During the forthcoming decade, OL will undertake a
major study of the anticipated storage requirements versus our
current capability and initiate plans for new warehouse facili-
ties. It is conceivable that the increase in requirements can be
met through the construction of new warehouse facilities at one
of our CONUS locations; however, it may also be necessary to open
an entirely new depot. In conjunction with expanding our current
capabilities, the need to reestablish regional supply capabili-
-ties in Europe and the Far East will also be carefully studied.
Regional support activities are one way in which the extensive
lead time for materiel support can be reduced significantly,
therefore providing a much needed improvement in customer
responsiveness. Our new automated system will assist us in
tracking requirements to the extent that OL will be capable of
more accurately forecasting Agency materiel support requirements.
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