THE SUPPORT SERVICES HISTORICAL SERIES HOUSEKEEPING PLUS: CIA'S LOGISTICS SERVICES DIVISION 1961-1971

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP93-00939R000100150001-9
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 81
• Document Creation Date: December 20, 2016
• Document Release Date: July 5, 2005
• Sequence Number: 1
• Publication Date: December 20, 2001
• Content Type: REPORT

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S
t
The Support Services
Historical Series
HOUSEKEEPING PLUS:
CIA'S LOGISTICS SERVICES DIVISION
1961 - 1971
ecre
CIA Internal Use Only
Access Controlled by DDS
Secret
OL-17
July 1972
Copy 1 of 4
MORI/CDF
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WARNING
This document contains information affecting the national
defense of the United States, within the meaning of Title
18, sections 793 and 794, of the US Code, as amended.
Its transmission or revelation of its contents to or re-
ceipt by an unauthorized person is prohibited by law.
Exempt from general
declassification schedule of E.O. 11652
exemption category 5B(1), (2), (3), (4)
classified by signer
declassified only on approval of
the Director of Central Intelligence
WARNING NOTICE
SENSITIVE INTELLIGENCE SOURCES
AND METHODS INVOLVED
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SECRET
CIA Internal U.e OnZy
Access Controlled by DDS
THE SUPPORT SERVICES HISTORICAL SERIES
HOUSEKEEPER PLUS:
CIA'S LOGISTICS SERVICES DIVISION
1961 - 1971
by
July 197SECRET2
HISTORICAL STAFF
CENTRAL INTELLIGENCE AGENCY
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Contents
I. Introduction . . . . . . . . . . . . . . . .
II. Establishment of Logistics Services
Division . . . . . . . . . . . . . . . . . .
III. Space Allocations and Maintenance. . . . . .
IV. Design . . . . . . . . . . . . . . . . .
V. Cafeteria . . . . . . . . . . . . . . . . .
VI. Building Services . . . . . . . . . . . . . .
VII. S OMAT . . . . . . . . . . . . . . . . . . . .
VIII. Telephone Communications . . . . . . . . . .
IX. Transportation . . . . . . . . . . . . . . .
X. Mail and Courier Service . . . . . . . .
XI. Executive Dining Rooms . . . . . . . . . . .
XII. Emergency Control Center . . . . . . . . . .
XIII. Pneumatic Tube System. . . . . . . . . . . .
Appendixes
A. Chronology . . . . . . . . . . . . . . . . .
B. Organization and Functions, Administrative
Services Division . . . . . . . . . . . . . .
C. Origin of Slots to be Transferred to the
Proposed Administrative Services Division.
D. Office of Logistics . . . . . . . . . . . . .
E. PU NAELC NOITAREPO (Operation Clean Up). . .
F. Shuttle Bus Schedule, 25 June 1971 .
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Appendixes (Cont.)
Page
G. Courier Operations. . . . . . . . . . 82
H. Executive Dining Rooms (Menu). . . . . . . . . 103
I. Sources . . . . . . . . . . . . . . . . . . . . 105
Illustrations
Figure 1. Administrative Services Division
27 August 1962 . . . . . . . . . . . . . 7a
Figure 2. Logistics Services Division. . . . . . . 7b
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HOUSEKEEPER PLUS:
CIA'S LOGISTICS SERVICES DIVISION
1961 - 1971
I. Introduction
The relocation of CIA to the new Headquarters
Building at Langley, Virginia in the fall of 1961
exceeded in scale and complexity any move which it had
undertaken in its previous history. To accomplish the
move the Offices of Logistics and Security and the
Building Planning Staff, all parts of the Office of the
Deputy Director for Support (DDS),were tasked with com-
plicated planning that required unusual attention to
every detail of every facet of the move. For example,
the large quantities of classified material had to be
especially packed; and the transportation of the
material to the new building required special security
measures. The problem also involved moving approximately
employees and some of their office furniture and
equipment to the new Headquarters Building during the
period from September 1961 through early 1962. In addi-
tion, it was necessary to arrange for the delivery and
positioning of large quantities of new, unitized furni-
ture, furnishings, and special equipment in the new
building prior to the move.
As part of the overall planning for this massive
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relocation, it was determined that there would be a
need for well organized and properly managed adminis-
trative services in support of the new Headquarters
Building. Accordingly, the Inspector General's Staff
and the support offices conducted an investigation to
determine two things: first, the type of organization
that might be formed within the Office of Logistics (OL)
to handle the support; and second, the type of services
that this organization would render. The June 1961
Inspector General's Survey of the OL suggested regroup-
ing units and functions to separate the pure line
logistics responsibilities -- bulk procurement, supply,
and real estate functions oriented toward direct support
of the overall Agency mission -- from services such as ve-
hicle maintenance, housekeeping, and courier functions. 1/*
As a result of the Inspector General's Survey, it
was generally agreed that a semiautonomous division to
operate as a central services unit (excluding printing
services) should be established immediately after the move
to the Langley Headquarters. Furthermore, this division
should be designed to bring together in one easily acces-
sible office all routine headquarters housekeeping and
* For serially numbered source references, see Appendix I.
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other service activities. With its offices located in
the Headquarters Building contiguous to the operating
elements to b:e supported, the division would be in a
position to take necessary action with respect to the
host of telephone calls, comments, and requests made to
and by senior Agency officials concerning purely routine
support matters and problems. The new division would
provide increased efficiency in handling support prob-
lems peculiar to the Headquarters area. It was
acknowledged, however, that, in order to establish this
service organization, additional personnel and funds
would be required.
On 10 October 1961 the Administrative Staff of
the OL, in response to positive suggestions of the
Inspector General's Survey, prepared a memorandum for
the Director of Logistics (D/L), 2/ proposing that a new
Administrative Services Division be established to pro-
vide direct support to Agency Headquarters components
and personnel. This proposal included transferring the
building supply function from the Supply Division to the
new Administrative Services Division, since the building
supply offices were considered the one logical reference
point for all requests for maintenance or other logistics
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support required by the Headquarters customer activi-
ties. It was decided that a central reference point
would be more efficient and easier for the customers
in levying requirements for services. In addition,
any requirements that could not be handled in-house
could be routed by this office to any point within the
OL for proper action. Basically the memorandum proposed
that the new division's mission was to provide for
direct service to Agency headquarters in support of
departmental buildings, personnel, supplies, and tele-
phone communications; to maintain a service for the
transportation of passengers between Agency buildings;
to provide a mail and courier service within the depart-
mental area; to operate the central Agency telephone
system; to operate and maintain the pneumatic tube and
conveyor systems within the Headquarters Building, to
provide moving services; and, finally, to operate
building supply stock rooms for administrative supplies.
The memorandum conceded that the space allocation
functions could be separated from the Real Estate and
Construction Division (RE&CD) after completion of moves
to the new building, as could the functions of the tele-
phone facilities section; but it suggested that including
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these functional areas would increase the overall size
of the proposed new division to inefficient proportions.
Similarly, the transportation motor vehicle maintenance
functions were not included. It appeared logical to
maintain shuttle buses and passenger cars under the same
maintenance organization that handled the Transportation.
Division special-purpose vehicles, such as trucks. Also
excluded from the divisional responsibilities would be
liaison functions with the Public Buildings Service (PBS)
Group Forces and with various contractors for maintenance
support and technical telephone maintenance. Graphics
Aid was not included as part of the proposed Administra-
tive Services Division's responsibilities because the
Graphics Branch was rendering direct support only to the
OL and DDS.
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II. Establishment of Logistics Services Division
On 27 August 1962 a recommendation 3/ was
presented b /L, to the DDS
and it was approved by the DDS,
on 5 September 1962. The approval was transmitted by
note from the DDS to the D/L:
I have approved of your recommendation to
establish an Administrative Services Division.
At the appropriate time, there should be some
general announcement to this effect in order
to try to get requests for administrative serv-
ices channeled to this Division. I feel quite
strongly that the success of this Division will
depend in large measure upon the people occupy-
ing the key positions in it. Before any definite
decisions are made as to who are to fill these
positions, I would like to discuss this matter
with you further.
As shown in Figure l,* it was initially
planned to call the new Division "Administrative Serv-
ices." There were to be 198 positions and five
branches -- the branch names clearly indicating the
nature of the support to be provided (mail and courier,
transportation, building services).** Before its acti-
vation on 22 October 1962, the division was renamed
** The Conveyor Branch might cause some puzzlement -- it
was to be responsible for the operation and maintenance
of the pneumatic tube and conveyor belt systems in the
Headquarters Building.
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Logistics Services Division (LSD); and from that date
through 21 January 1963, 4/ it was formed through the
transfer of the various elements from other divisions
in OL.* Through the years both the basic organiza-
tion and functions have remained relatively unchanged
(see Figure 2).**
* The realignment from existing OL components and the
stated functions of the new division and its branches
are given in Appendix B as proposed in
27 August 1962 memorandum to
** See p. 7b.
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Figure 1
PROPOSAL FOR ADMINISTRATIVE SERVICES DIVISION
27 August 1962
Office
of
Chief
Transportation
Branch
Mail & Courier
Branch
Telephone
Branch
Conveyor
Branch
Building Services
Branch
Building
Supply
Section
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Figure 2
LOGISTICS SERVICES DIVISION
September 1971
Mission:
Provide logistics support to overt, Agency components in the Metropolitan
Washington area. This includes supply and office services, transportation of
personnel and vehicle maintenance; building alterations, repair and maintenance;
space planning, allocation, and utilization; telephone facilities; and mail and
courier services.
Architectural
Design
Staff
Building
Services
Branch
Mail and
Courier
Branch
Deputy
Motor
Pool
Branch
Executive
Dining
Room
Space Maintenance
and Facilities
Branch
Telephone
Facilities
Branch
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J .G L. n .G _.L_
III. Space Allocation and Maintenance
Before moving to Headquarters Building the
Agency occupied 42 buildings in the metropolitan Wash-
ington area; and it would be the responsibility of the
Allocations Section to find Headquarters space for all
interested parties. All the buildings, except the one
were acquired from the
General Services Administration (GSA) and were under
GSA's overall Government building maintenance responsi-
bility. To manage its maintenance activities, GSA is
organized on an area basis within Washington--that is,
State Group, Monument Group, and the like. Because of
their wide dispersal, Agency buildings came under 11
different GSA building maintenance groups.
Contrary to expectations, the Allocation
Section was not involved in the planning for either
the move to the new building or the moves of the
stay-behind components. The Building Planning Staff
contracted the move to the new building, and a special
assistant to the Chief of Logistics,
supervised GSA in the stay-behind moves. One of the
first components to move to the new building, however,
was the Allocation Section.
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On 9 April 1963 the Space Allocations Branch and
the Building Facilities Branch were merged into the Space
Allocations and Facilities Branch (SA&FB).5/ Originally,
work within the SA&FB was assigned on the basis of Head-
quarters Building groups that matched the GSA organization.
A GSA building superintendent was delegated the
responsibility for building maintenance and was given an
adequate force of mechanics and laborers. By Agency regu-
lations the D/L was responsible for assuring that the
building was properly maintained. The SA&FB was designa-
ted as the Agency element to carry out the responsibility.
Requests for building maintenance, alterations,
and repairs were made by an operating official, or his
designee, to the Chief of the SA&FB. Minor requests for
repairs to electric lights, plumbing, or heating and
ventilating systems were made informally; but major re-
pairs or alterations had to be submitted in writing and
explained in detail. The Chief of the RE&CD reviewed
controversial requests for maintenance or alteration and
furnished guidance; he also reviewed and reported to PBS
claims against the construction contractor for construc-
tion deficiencies or faulty equipment.
Routine maintenance was a PBS responsibility and
was funded by PBS without reimbursement. The Director
of Logistics budgeted for a normal volume of moves and
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alterations and for special Agency requirements. In the
event that extraordinary moves or alterations were nec-
essary, the requesting component was required to furnish
all or part of the necessary funds. The Chief of the
SA&FB was delegated authority to approve routine work
orders. Where justification was doubtful, costs were
excessive, or there were other questionable factors,
work requests were subject to review by higher authority.
During the first year of its existence the main
responsibility of the SA&FB was to allocate space in the
Headquarters Building.
During the second year the Branch
was confronted with major internal moves, the realignment
of space outside the Headquarters Building, and the
decoration, redesign, and renovation of special offices
in the Headquarters Building. The appointment of an
Agency Fine Arts Commission stimulated an awareness in
GSA and CIA that interior improvements were needed, and
the program was initiated when GSA, acting on a request
to obtain help, entered into a contract with Interior
Space Design, Incorporated (ISD), of New York.*
ISD formulated an overall decoration design
for the Headquarters Building and proposed suggestions
for improving the furniture and the housekeeping practices --
*ISD was a Division of Perkins and Will, a nationally known
design organization.
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it was at this time that the color standards now used
in the Headquarters Building were developed. Both GSA
and CIA accepted the plan proposed by ISD, and GSA
allotted $159,000 from its repair and improvement fund
to repaint the Headquarters Building inside and out.*
On 30 April 1961 the first of several con-
tracts was negotiated with ISD to provide solutions to
other design problems, and plans were made to follow the
recommendations as soon as funds were made available. 6/
Naturally the C/LSD, serving as the contracting officer,
required the support of C/SA&FB as the representative to
deal with ISD. Because of an economic situation in the
fall of 1965, it was necessary to discontinue future
obligation of funds for upgrading and redecorating Head-
quarters. The contract with ISD remained in effect,
however, until 1967.
Among the special projects that have been
monitored by SA&FB,**the following might be noted:
Moves and Space Alterations:
In 1967 -- moved to the New Printing Services
Building (PSB) all printing equipment from
* This was two years ahead of the five-year painting
cycle, and it was agreed that a paint better than the
gray "Navy Surplus" be used.
** The name was changed to Space Maintenance and Facil-
ities Branch (SM&FB) in FY 1967.
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and South Building. The new PSB was supplied with all
new furniture.
In 1967 -- completed alterations in Headquarters
and relocated Deputy Director for Plans (DDP), moving WH
Division from the Ames Building to the Headquarters
Building. Total cost for alterations was approximately
$125,000.
Operation Checkerboard was a series of moves
during 1968-69 involving components in the Headquarters,
Magazine, and Ames Buildings. The estimated cost for
alterations was $100,000.
DDI and CRS reorganizations forced alterations
in the first floor area of the DDI space. The CRS com-
ponent in Key Building moved to the Headquarters Building.
The approximate cost of alterations was $125,000, and the
moves occurred from the end of 1968 to 1970.
Barber Shop: A six-chair barber shop was installed in the
Headquarters Building. It opened for business on 15 July
1965.
Grounds Keeping: In conjunction with GSA, SM&FB initiated
a grounds-keeping improvement program in 1964, and $11,600
was spent for the replacement of trees and shrubs. A root
feeding and watering system was adopted, and it is now
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supervised by a GSA horticulturist. A tree identifica-
tion and marking program was established.
Provision of Laborers: As a result of a jurisdictional
labor dispute in December 1964, the Agency stopped hiring
laborers under the GSA labor pool contract. Work for-
merly performed by ten laborers obtained under the GSA
contract is now (1970) performed by LSD personnel on a
voluntary overtime basis.
Installation of Grille, Main Entrance, Headquarters
Building: On 30 October 1968 a special meeting was called
by the Chief of LSD with the Fine Arts Committee (FAC) to
discuss the installation of a safety grille in the vesti-
bule inside the main entrance of the Headquarters Building.
All the other entrances had safety grilles, but in the
original concept of the Headquarters planning it was de-
cided that the main entrance would not require such
protection. The upsurge of radical activities in the
late 1960's altered this concept. It was planned that a
motorized grille of 3/8" round stock of stainless steel
or anodized aluminum be housed and hung in the ceiling
framework. The FAC approved the basic concept and the
development of technical plans. A feasibility study was
made by one of the original building contractors -- Edwards
and Hjorth in New York. The plan was turned over to GSA
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for contracting with an architectural and engineering
firm to bring together plans for the working drawings.
On 5 June 1970 the installation was completed and
accepted by GSA.
Assignment of LSD Representative to the Rosslyn Area:
On 25 October 1965 a representative of LSD was assigned
to the Rosslyn area, with responsibilities for visiting
units in the Key, Magazine, Ames, Central, East, South,
I 25X1 F-1, Arlington Towers, and 1000 Glebe Road
buildings to observe the assignment and utilization of
space, for developing liaison with the GSA Group Forces,
for maintaining lists of job orders outstanding and
their status, and for providing the Chief of LSD with a
monthly status report.
Preparation of Recreational Facilities, Headquarters
Building: On 19 June 1968, installed a baseball diamond
and purchased and placed wooden picnic tables and benches
as well as park benches on the Headquarters campus for
use by Agency personnel.
In addition to its responsibilities for support
of special projects as noted above, the SM&FB also has
the responsibility for maintaining the auditorium. This
entails scheduling its use and providing required equip-
ment, stage props, lighting, projectors, and tape
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recorders. In a 9 October 1963 memorandum, the DDS
directed the D/L to record any talks made by the DCI,
the DDCI, or other important personages. Transcripts
were to be made available to the sponsoring component
with specific instructions that the component be re-
sponsible for obtaining the speaker's permission to
make any additional distribution. The distribution
and duplication of tapes is the responsibility of the
sponsor.
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IV. Design
Ever since its inception LSD has needed archi-
tectural services to ensure the systematic discharge of
its responsibilities for space control and utilization,
building alterations, office moves, office telephone
systems, and designing for special projects. Although
responsibility for these functions was divided among
three separate branches within the division -- the SA&FB,
the Building Services Branch (BSB), and the Telephone
Facilities Branch (TFB) -- the architectural services
function utilized by all three of them was attached to
the SM&FB. A senior staff architect,
was detailed from the RE&CD under the direction
of the Office of the Chief of LSD to review, evaluate,
place in order of precedence, and act as coordinator
for the projects or programs that required the majority
of the architectural work produced.
A 15 October 1968 memorandum to the D/L from
the Chief of LSD recommended that the Architectural De-
sign Staff (ADS) be established. The proposal was
approved by the D/L on 4 November 1968. The table of
organization was approved by the Director of Personnel
on 25 September 1969. The staff was to be composed of
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five positions, with the chief reporting directly to
the Chief of LSD. Mr. was designated
the Chief of ADS. Two senior positions were trans-
ferred from the RE&CD, and the remaining positions
were to come from the SA&FB.
The functions of ADS are (1968-71):
a. To maintain on a current basis the
master drawings showing the utilization of all space,
except occupied by the Agency in the
Washington metropolitan area.
b. To provide technical guidance for
components of the Agency in developing requirements
for, and planning the utilization of, space.
c. To provide technical guidance and
design services for special projects involving archi-
tectural considerations.
d. To prepare working drawings for use
in making building alterations, in office moves, in
office telephone system installations, and in other
approved projects.
e. To provide and maintain complete
statistical data on the Agency's current and projected
occupancy of space in the Washington metropolitan area.
f. To maintain liaison with the RE&CD on
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matters relating to architectural services in the
Headquarters area.
g. To monitor the progress of altera-
tions and construction jobs to ensure that thay are
done in accordance with specifications.
h. To advise the Chief of LSD and make
recommendations in matters involving architectural
considerations.
Pertinent statistical data on space utiliza-
tion, with personnel square-footage ratios for all
components within each directorate, are maintained by
LSD. The continuing information system known as the
Computer Run on Agency Metropolitan Washington Area
Space (CRAMS) provides a basis for the semiannual
report to the DCI. For space utilization analysis all
related information is available from the computer
output; updating verification on short notice or on
random requests for data is produced and circulated
quarterly to 52 components. An interim distribution is
made if a major move occurs. Both the data and the
system are being refined almost daily to ensure current
statistical information on all categories of utiliza-
tion information.
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V. Cafeteria
The Headquarters Building food service was
a challenging undertaking. The problem was to deter-
mine whether the Agency could and should attempt to
provide cafeteria service in the new building by some
means other than by requesting Government Services,
Incorporated, (GSI) to operate the cafeteria facility.
An extensive study was conducted by the Building Plan-
ning Staff (BPS); the conclusion was that it would be
uneconomical and administratively impractical for the
Agency to provide its own cafeteria service. The trend
of the past and the intent of current law, particularly
as interpreted by the Comptroller General, is adverse
to the provision of such services by the individual
agencies. All of these combined factors militated
against seeking legislation permitting the Agency to
undertake the cafeteria service. It was recommended
that the Agency request the PBS to extend its contract
with GSI, to include the cafeteria service in the new
Headquarters Building. 7/ The recommendation was
unanimously concurred in by the General Counsel, the
Director of Personnel, and the DDS. 8/
Two modern self-service cafeterias provide
(1971) food for approximately 6,500 people a day. A
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table service area was also provided. The orginal plan
for the two small service dining rooms was to accommodate
approximately 135 people. The room was divided to segre-
gate the regular CIA personnel from Agency employees
accompanied by uncleared guests. During the fall of 1970
the service dining rooms were reconfigured by LSD for GSI
as a buffet service. The two small rooms were opened as
one large room and named the "Rendezvous Room."
Visitors and guests are permitted access only
into certain designated dining facilities. Visitors not
cleared and badged are restricted to use of the North
cafeteria. By memorandum from the DDS to the D/L
approval was granted to all persons cleared and badged
by the Agency to patronize both the cafeterias and the
small dining rooms. 9/
On 13 December 1962 an agreement was entered
into between GSI and Audo-Vend Coffee Time, Incorporated
giving the latter permission to operate vending machines
in the CIA Building, Langley, Virginia, from 1 January
1963 to 31 December 1966. A renewal option for another
five-year period, subject to mutual agreement by both
parties was also included. 10/ The Chief of SA&FB was
to act as the liaison officer between the Agency and
the managers of the cafeterias and the vending machines.
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It was understood that only such business as specified
in the agreement would be conducted on the premises.
In all, 13 vending machine rooms have been located in
various parts of the Headquarters Building to provide
convenient food service to all personnel. The vending
machines contain hot and cold foods (soups, sandwiches,
and the like), drinks, coffee, and milk. There are
also two stands operated by the Virginia Commission
for the Visually Handicapped where packaged foods and
sundries may be obtained.
As the years have passed, however, there have
been many complaints about the quality of food, the
service, and the increase in prices. The representa-
tives of GSA and GSI were informed that the Agency was
forced by prevailing conditions to take an active part
in inspection, monitoring, suggesting, reporting, and
taking such action as indicated to improve and upgrade
the GSI cafeteria operations at Langley, Ames, and NPIC.
A representative of OL, was assigned
these responsibilities on a full-time basis from August
1968 to January 1969.
A survey was made, and a comprehensive evalua-
tion was submitted. On 11 October 1968 a meeting was
held in the office of the D/L with officials of GSA and
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GSI to discuss the GSI operations. It was the consensus
that labor problems were the root of many of the difficul-
ties and that more and closer supervision would assist in
upgrading the cafeteria operations.
On 8 November 1968 a cafeteria committee was
formed to study the management and operation of the cafe-
teria and report to the D/L. Members of the first
committee were
The commit-
tee provided a mechanism for Agency personnel to express
their opinions and suggestions regarding the cafeteria
operation.
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supply rooms, which issued stationery and other office
supplies to employees in 34 Headquarters area buildings
at a cost of $500,00 a year. Two supply rooms had
full-time storekeepers; the other nine operated on a
schedule that permitted one storekeeper to serve several
buildings, traveling from one building to another by
shuttle bus. Generally, property was issued against a
simple type of requisition known as Form 1490, which
almost any secretary could sign.
The plan for the new Headquarters Building
called for a single supply room located on the ground
floor. Secretaries could visit the supply room or send
written orders through the pneumatic tubes and receive
supplies by the belt conveyor or the courier system.
This operation is still in effect. There are seven
self-service satellite supply rooms. The satellite
rooms are not manned; they are serviced, however, by
BSB in terms of resupply, cleanliness, and orderliness.
One BSB employee makes a daily scheduled run to all
rooms to inspect them, straighten them up, and restock
the shelves. There is also a weekly inspection by a
supervisor to ensure that the rooms are kept in good
condition.
Theoretically, the Chief of BSB is responsible
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for all $4 million of non-expendable property on his
accounts; but the responsibility is hard to maintain.
Office supplies in the amount of $2,000 are issued
daily. Generally, items valued at less than $10 are
considered expendable. Supplies known as "take-home
items" are an acknowledged problem to storekeepers who
have faced the wrath of employees who want scotch tape
in mid-December. At one time, supply rooms were issu-
ing cheap ball-point pens at a rate of 4,000 per week.
On balance, the Agency has saved money by avoiding the
paperwork that would be required to control these abuses.
A substantial savings could be realized, nevertheless,
if a greater sense of responsibility and economy could
be instilled in some of the people who draw supplies.
A further savings might be realized from standardization;
but again the consumers' whims increase Agency costs.
The BSB's smallest but perhaps most active
account is for operational supplies such as briefcases,
cameras, tape-recorders, and portable electric type-
writers for immediate loan. These items are for tem-
porary issue only, by hand receipt, and personal
custody of them is limited to 90 days.
BSB requisitions the large majority of supplies
directly from GSA on an average 26-day delivery cycle.
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Thel lis the
backup supply point if there is a failure or delay in
delivery or non-stock situations. The Branch has a
small petty-cash fund that is used to acquire items of
property not readily available from normal supply
sources.
Inventory of electrically operated office
machines was begun in February 1969, and all items were
identified and turned over to individual components
through establishment of separate accounts for the
specific items. The responsibility for the maintenance
and repair of office machines and equipment was given to
the Building Services Officer, and at present (1971)
there are approximately 40 annual service contracts
that represent $240,000 of LSD funds. The service
contracts also include such items as laundry, towel
rentals, floor mat rentals, furniture renovation, carpet
installation, and installation of standard draperies.
(An average of 8,000 square yards of drapery is installed
per year.)
A security program was established for contrac-
tors' employees who had to be admitted to Agency buildings
in the Washington area to repair or-service office mach-
ines; and it was necessary to include in the contract the
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provision that the Agency must approve the service
personnel who were to be admitted to Agency buildings.
In addition, such personnel were required to submit
minimum biographical data; approval had to be granted
by the Personnel Security Division of the Office of
Security; and lists of cleared personnel were main-
tained in the office of BSB. Provisions also had to
be made for ad hoc approvals -- by the Logistics
Security Staff --.for repairmen to enter the building
under special conditions.
The practice of telephone calls to contrac-
tors was discontinued. In lieu thereof all service
men reported to Headquarters to BSB, and then the
service men were taken under escort to the office where
the work would be monitored. BSB maintained records
that the work had been performed. At other buildings
in the Washington area the calls were processed by the
building receptionists in a similar manner.
The access of service men to sensitive areas
was under control of the Building Supply Officer,.and
whenever possible a work area to which portable machines
could be moved for repair was provided.
which covered security of areas, offices, and buildings,
provided for the admittance, escort, and control of
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commercial contract and special workmen. These controls
were identical with those imposed on other uncleared US
citizens who visited Agency buildings on official business;
and security clauses were to be included in repair and
service contracts to ensure certain security standards
(for example, the non-admission of aliens).
It was quickly determined that the BSB did not
have enough personnel to assume additional escort duties
for repair and service visitors to Headquarters, and the
component to which a visitor was summoned was found to
be better qualified to provide secure escort service --
savings in time would be reflected in lower costs for a
given service call. The contractors were required to
warn their employees that failure to safeguard any classi-
fied information they might inadvertently obtain made
them subject to punitive action under the Espionage Laws
of the United States.
A special procedure was worked out in conjunc-
tion with the TFB and the SM&FB for the completion of
jobs by telephone company personnel and GSA trades in
areas where furniture or equipment were to be moved. A
moving schedule is (1971) prepared daily for execution
by a night crew composed of WAE's. In addition to reduc-
ing time lost by GSA trades waiting on the job during
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the day for equipment to be moved, the use of WAE's
at night for this work and for such tasks as clearing
corridors, loading excess furniture, and escorting
carpet installers and anti-static crews cuts down on
Branch overtime.
The BSB is also the support element setting
up furniture, tables, and chairs for the monthly Red
Cross Blood effort. Furniture is transported from the
to the tunnel area of Headquarters the
afternoon before the Blood Donor Drive, and it is re-
upon completion of the drive.
This operation required a total of 10 hours of extra
The BSB had the unpleasant task of receiving
and picking up all excess, obsolete, and unserviceable
property. Each year the Branch has the responsibility
of conducting "Operation Cleanup."* During the 1968
campaign, property turned in was valued at $67,821. The
property was inspected, repaired at the
and placed in stock for reissue, or it was turned in to
GSA for general government utilization.
* For a Support Bulletin article concerning operation
Cleanup, see Appendix C.
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IX. Transportation
Providing adequate transportation support
for the relocation of the CIA from the widely dis-
persed offices to the new building was a major task.
The BPS of OL had been involved in all aspects of the
relocation in the new building and had coordinated
with the Transportation Division (TD) of OL on all
transportation support matters. It was agreed that
the TD would carry full responsibility for transporta-
tion functions except those relating to personnel,
official files, and everyday working equipment in the
various offices that were to be relocated in the new
building.
To provide more efficient motor-pool services
within the new expanded area of operation, it was nec-
essary to relocate the motor pool. Dispatchers and
passenger motor-pool operations would move to the new
building a week in advance of the employees. Radio-
controlled motor-pool vehicles would be relocated
throughout the group of buildings, as required. The
BPS had arranged for GSA to handle this part of the
relocation.
Negotiations were conducted with the transit
companies serving the greater metropolitan area in order
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On 7 December 1962 a meeting was held to dis-
cuss the subject of the transfer of the PVS from the
Transportation Division of OL to LSD and it was decided
to make the transfer. Under LSD the Chief of the Motor
Pool Branch would be responsible for the PVS and the
garage.
It was agreed that the transfer of the PVS
functions would be effective 17 December 1962. 18/ It
was further agreed that TD would prepare and coordinate
the changes to required by the transfer of respon-
sibilities. LSD would now be responsible for arranging
for charter bus service; renting limousines; maintaining
shuttle bus service for Agency personnel between Agency
offices, State, the Pentagon, and the Executive Office
Building; installation and servicing of two-way radios;
liaison with commercial bus companies; budgeting for
vehicles required by PVS and the Mail and Courier Branch;
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mileage of the assigned vehicles averages 1,440 miles a
There is a requirement for passenger vehicle
service for official visitors attending meetings within
the metropolitan area. The requests for this support
are for Heads of State,.Ambassadors, Station Chiefs,
and Contact Officers. Transportation is needed also to
take officers to special locations for training or to
meetings
or to various seminars and briefings.
There are (1971) four shuttle-bus routes that
carry about 4,100 passengers each a week within the Wash-
ington metropolitan area, with little variation between
winter and summer months. The "Blue Birds" average 3,600
miles a month. One security carry-all is driven more
than 6,000 miles a month. The bus and limousine drivers
work a total of more than 250 hours of overtime a month.
This is necessitated by early morning and late afternoon
runs necessary for "rush hour" passenger movement.*
The motor pool supplies vehicular support --
such as snow plows, wreckers, panel trucks, and carry-ails
* Some additional idea of the magnitude of the shuttle-
bus activity can be gained by examination of Appendix D,
a current (1971) shuttle schedule.
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S E C R E T
equipped with radio -- to the Agency during snow emer-
gencies, civil demonstrations, or riots. The MPB was
physically administered from the Rosslyn Garage location
and the PBS from Headquarters Building. The relocation
of MPB Garage from
was accomplished on 31 October 1970. All
Agency equipment removed and the keys to
turned over to GSA on the same date. The table of organ-
ization for the MPB was 49, including the Chief and
Deputy Chief. Safe Driving awards have been given each
year. This recognition is consistent with similar pro-
grams of other Federal Agencies.
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S E C R E T
It is the policy of the courier service to main-
tain scheduled courier pick-up and delivery service to
meet regular needs and to provide special service as
required. All couriers have been designated alternate
Top Secret Control Officers, which enables them to pick
up and deliver to points outside the Agency material
classified through Top Secret. They have been issued
an ID courier credential that contains their photograph
and a notation that they are accredited couriers for the
CIA and are authorized to transport classified material
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and other delivery points as required; Treaty
Organization -- enables them to pick up and deliver
NATO, COSMIC, and SEATO material. In addition to these
clearances, the Agency's Top Secret Control Officers
periodically submit courier signature authorization
memoranda to the USIB member agencies and other Govern-
ment agencies.
Pursuant to PL 110-Section 6D, 81st Congress,
CIA has authorized Agency couriers to carry firearms in
the performance of their official duties for the protec-
tion of documents and other sensitive materials. The
couriers who are qualified in the use of
sidearms. Firearms instructions and training are given
under the direction of the Office of Security. In order
to qualify, a courier must fire a qualifying round of 210.
After he has qualified, the courier is issued a firearms
credential that states that the individual is engaged in
the transportation and protection of highly classified
matter on behalf of the Central Intelligence Agency. In
accordance with the indivi-
dual must requalify every six months.
The MCB provides an armed courier on assignments
involving the risk of theft or compromise of classified
information. Such runs are usually made to
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S E C R E T
Offices. Two couriers are assigned daily to transport
classified mail, including Top Secret, SI, and vital
materials, to and from the Records Center and the
Office of Communications installations
Two staff couriers with firearms are assigned, Mondays
through Fridays, to provide for the pick-up and deli-
very of cables for the Cable Secretariat and the CIA
Watch Office.
The Branch is located in the Headquarters
Building adjacent to the south loading dock, which
serves a variety of other loading and transportation
needs. The courier vehicles are standard sedans and
trucks with security modifications to adapt them for
the transportation of classified material. The Branch
The shortage is indicative of the average low
grade and the relative youth of the employees. Employees
are frequently called up for military service, decide to
seek different careers, or leave to further their educa-
tion. The new employee is generally hired as a GS-04
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Courier Trainee, progresses to a GS-05 Journeyman
Courier, and finally advances to a GS-06 Staff Courier.
In the history of the OL Courier Service there have been
no instances involving intentional diversion or theft of
documents, and no documents have been lost. This prob-
ably is due, in part, to the document control procedures
developed and proven over the years; much attention is
given by the management of the Branch, however, to the
indoctrination of new couriers.
The Agency's Regulations Control Branch has
published (23 July 1968) a handbook for the
courier service; and, considering the relatively
low grade structure, it apparently has succeeded in pro-
viding tangential psychic income to the couriers.* The
* A copy of
is attached to the report as Appendix E.
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Although directed to the full-time couriers
book also provides guidance for other Agency employees
who are, from time to time, designated as emergency
couriers. While many of the basic procedures have obvious
application to courier operations and internal
Agency messenger services, this handbook applies specifi-
cally t courier operations only. Incidents or
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problems occurring outside the general guidelines of
are referred to the Office of Security.
The Agency courier service operated under LSD
includes operations in six organizational elements,
employs approximately = persons, and serves more than
= delivery points. The couriers do not deliver mail
beyond the point of registry; this is the responsibility
of the component registry unit. Courier posts are lo-
cated in each of the Agency buildings within the
metropolitan area. These operations are integral to the
following offices: the National Photographic Interpreta-
tion Center, the Office of Special Projects, the Office
of Special Activities, the Office of Security, the Office
of Current Intelligence, and the Office of Logistics.**
** In addition to the standard service provided by the
MCB, various Agency components maintain their own special-
ized courier services.
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XI. Executive Dining Rooms
The Director's Dining Room was established
in 1952 by
then the DCI. The
original facility was located in the basement of the
Administration Building at 2430 E Street and was oper-
ated by
the chef, and
a waiter. The dining room was used by the DCI
and his deputies and guests. The room was small; its
one table could seat only eight people.
The operation of the dining facilities ex-
panded somewhat when the DCI, then
and his staff moved to the second floor of the South
(later called the Administration) Building at Easter-
time, 1956. Mr. Dulles's private dining room was very
small and a maximum of eight people could be accom-
modated at his table. A kitchen was installed in an
adjoining room and two additional rooms were reconfig-
ured for use as a staff dining room -- a maximum of 24
people could be served here.
The Director's and Executive dining rooms
were established to provide the DCI and the DDCI and
their deputies and staffs with secure surroundings for
official and special luncheons. As a secondary objec-
tive, and in the interests of obtaining maximum use of
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the dining room facilities, they are used by other
key Agency personnel. The operating personnel were
originally assigned on the T/O of the office of the
Director and were managed by an assistant to the DCI.
The responsibility included the custodianship of the
dining room fund: accountability for money, supplies,
and equipment; and supervision of the planning, pur-
chasing, and serving of food.
By 17 March 1958 the membership of the Exec-
utive mess had reached 69. Each member was required
to pay an entrance fee of $20, refundable upon with-
drawal. The fees were to be used as a revolving
fund for food purchases. As a reserve to meet refunds
in the event of membership turnover, $1,000 was main-
tained in the Credit Union at no interest. it
developed that the $1,000 held in escrow served no
useful purpose, and accordingly the entrance fee was
reduced from $20 to $5 for new members and a refund of
$15 was made to each member. Despite the fact that the
original price was $1 for the regular luncheon -- soup
or juice, a meat course with vegetable or salad, and a
dessert of blueberry tarts or strawberry shortcake -- the
69 members attended the mess only sporadically. As there
were never more requests for reservations than there was
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space available, a program to recruit more members was
undertaken and invitations were sent to all supergrade
' personnel and other individuals holding top-echelon
positions. This facility continued to serve the Dir-
ector and staff, as well as visitors, until it was
moved to the new building on 25 November 1961.
25X1 had been named the new DCI
on 27 September 1961, and he and his staff moved to a
' temporary office location on the third floor at Head-
quarters. A food service container was purchased, and
prepared food was bought from the GSI Cafeteria for Mr.
McCone and was served in his office by two waiters,
25X1 remained in his suite
in the Administration Building to finish his papers.
25X1 a personal secretary, and a
Security Officer remained with Mr. Dulles.
waiters, continued to serve light lunches to
them until Mr. Dulles retired on 30 June 1962.
The original purpose of the establishment of
the Executive Dining Room was to offer senior Agency
officials a physically secure area in which to transact
business during the lunch hour and to afford an oppor-
tunity to bring together officials whose busy schedules
might preclude such meetings if they were not arranged
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at the meal hour. Also, because of the unusual nature
and sensitivity of business, there is an influx of
senior visitors -- ambassadors, congressmen, foreign
officials, and the like -- in the building during
lunch hours, and it would have been neither appropriate
nor possible to have them dine in the GSI cafeteria.
Within the present framework of the operation,
the dining room is capable of handling on short notice
almost any type of catered function or special event.
Luncheon can be served to conferees visiting US offi-
cials who cannot leave the building because of time
factors. In addition to official functions there have
been numerous retirement receptions and Christmas
parties held for Agency employees and their guests.
During the fall of 1963 Mr. McCbne requested
that the DCI's suite and the dining rooms be upgraded
and redecorated. The newly decorated suite was com-
pleted in December 1963, enabling Mr. McCone to
entertain his Deputy and the Executive Director on
Christmas Eve. The Chief of LSD monitored the entire
renovation job -- painting, carpeting, and purchasing of
special furniture. Special china, designed with the
Agency seal, was purchased from the Syracuse China Com-
pany. This was a prestige item for the Director and was
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not to be purchased by other offices or directorates.
The cost of the china was greater than that of regu-
lar restaurant service, and the china may well be a
collector's item.
On 1 June 1966 the responsibility for funds
and personnel was transferred from the Office of the
Director to the Office of the Chief of LSD. 19/ A
contract was entered into with Gourmet Treats, Incor-
porated, to provide professional management services
for the Executive Dining Room for a period not to
exceed six months, with the privilege of contract re-
newal. The management continues in effect under Gourmet
Treats.
The daily income from the Executive Dining Room
has increased from $110.09 for the period from 5 July 1965
to 6 May 1966 to $201.40 for the period from 30 June 1969
to 1 May 1970. These figures include official and non-
official functions. Appendix F contains sample menus from
the Executive Dining Room.
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S E C R E T
XII. Emergency Control Center
As a result of the great snow in January of
1966 an Emergency Control Center was established in the
Office of the Chief of LSD. The blizzard, which started
on Saturday, 29 January 1966 and continued through
Tuesday, 1 February 1966, demonstrated the complete
dependence of CIA's operation on the availability of
transportation throughout the metropolitan area. Fortu-
nately, the snow accumulation from a previous storm had
been removed from the Headquarters Building compound;
but a combination of the weekend work schedule and
less-than-accurate weather forecasts caused the Agency
to be unprepared for the paralysis that set in early
Sunday morning, the 30th of January.
Due to weather conditions,
(DDP/DO) and
(EO/BPAM) coordinated
with (C/LSD) by telephone and direct-
ed a logistics officer to drive a Checker bus to make
special pick up of essential Agency employees on Monday
morning for
DCI Duty Officer.
The Chief of the Motor Pool Branch was instruct-
ed to call every chauffeur in to work. The situation was
explained to each of them, and they all responded. By a
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combination of walking, hitchhiking, and pooling the
use of staff cars, ten chauffeurs were able to work
Sunday afternoon. The primary task was dispatching
cars to pick up people required for Sunday duty and
rounding up all available snow-removal equipment.
The DCI Duty Officer kept emphasizing that everything
humanly possible should be done to ensure the Agency's
operation on Monday morning.
At 2100 hours on Sunday the requirements
were reviewed by
the contact point in each directorate was called and
informed of how transportation would be arranged for
him for Monday morning. This took until about 2300
hours to accomplish. In the meantime the Night Security
Officer had arranged with the cafeteria manager
to go into the cafeteria locker
room and draw cold meats and cheese and bread for a
sandwich supper for those in the building on Sunday
night.
Arrangements for the use of snow removal
plows were verified, and their use was discussed with
of GSA, the building manager. A call was
made to Rosslyn Garage for assist-
ance in driving the equipment and helping clear the
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areas. By Monday morning, everything available was
well organized. Three special airport limousine buses
were dispatched to make the River Road, Route 7, and
Route 50 runs. The runs went off without a hitch, and
the vehicles returned to the building loaded. All
drivers were used with every available staff car, and
more than 200 people were transported to work during
the day.
Late on Tuesday there was a forecast of a
possible additional eleven inches of snow. Plans and
support were developed, but the snow did not material-
ize. Snow removal continued to improve the situation,
and a full-scale back-to-work movement was underway on
Wednesday.
An emergency plan was formalized in
Since that time the plan has
been in force for snow emergencies, civil demonstrations,
and civil riots. The plan is revised annually or more
often, if necessary, in order that LSD can best plan to
support continued operations during emergencies. The
center is operative on a 24-hour basis as long as an
emergency exists. A handbook of instructions and points
of contact has been compiled for the use of the LSD Duty
Officer. The handbook also includes telephone numbers,
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location of emergency equipment, gas tickets, and
instructions about food supplies and bedding. These
items of necessity are especially critical during an
emergency because of the location of the Headquarters
Building.
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XIII. Pneumatic Tube System
The pneumatic tube system in the Headquarters
Building is an air-tube system that acts as a mechanical
messenger and delivers correspondence, materials, and
supplies between stations in the system. The CIA system
is a unique installation in that it was designed speci-
fically for the Headquarters Building and takes into
account operational, security, and quantitative factors
not normally encountered in similar installations of this
type. Specifically, the overall system may be described
as an automatic air tube consisting of 150 sending and
receiving stations, four monitor installations for routing
traffic automatically, various electronic gear to read the
destinations set on the carriers, and the equipment to
power the system. The container for material transmitted
through the tubes is called a "carrier".
More than 25 miles of four-inch piping connects
the various stations. There are 600 carriers, and the
average transmission time is 57 seconds; there are 40,000
transmissions per week and more than two million per year.
Only material at the Secret level and below is sent over
most of the system.
The system was activated on 7 January 1963 and
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was announced by 21/ The Chief of the MCB
supervised the operation and carrier maintenance until
FY 1968, when the function was transferred to the SM&FB
for better management and maintenance.
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June 1961
10 October 1961
22 October 1962
January 1963
Appendix A
Chronology
IG Survey of the Office of Logistics
recommends separation of Headquarters
Building housekeeping functions from
operational (foreign and domestic)
support activities of Office of
Logistics.
Administrative Staff of Office of
Logistics proposes establishment of
an Administrative Services Division,
which in both organization and func-
tion is today's (1971's) Logistics
Services Division.
Logistics Services Division activated
with as Chief.
Building Supply Section transferred
to Logistics Services Division and,
in addition to responsibility for
Headquarters supply rooms, LSD now
assumed responsibility for "satellite"
supply rooms in numerous other build-
ings occupied by Agency.
February 1963 Staff Study proposes SOMAT liquid
waste destruction equipment for classi-
fied trash be installed in lieu of
incinerators.
Winter 1966 Emergency Control Center established
and later formalized. LSD made
responsible for supervision of emer-
gency supplies in Headquarters
Building.
1 June 1966 LSD given responsibility for supervision
of funds and membership rolls of
Executive Dining Room.
August 1966
becomes Chief, LSD
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September 1966 SOMAT classified waste destruction
unit goes into operation.
February 1967 becomes
C~iie , L vice
November 1967 becomes Chief,
Publications
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S E C R E T
Appendix B
Organization and Functions of the
Administrative Services Division
1. MISSION
Provide or arrange for direct service to the Agency in
support of departmental buildings, personnel, supplies,
and telephone communications; to develop procedures and
schedules as may be necessary to accomplish the mission;
to maintain service for the transportation of passengers
between Agency buildings; to provide mail and courier
service within the departmental area; to operate such
central Agency telephone switchboards as may be required;
to monitor and maintain the pneumatic tube and belt con-
veyor systems within the headquarters building; to
provide minor moving services; to operate building supply
stock rooms of administrative supplies throughout the
headquarters area.
2. FUNCTIONS
a. Office of the Chief
(1) To organize, direct and supervise the activities
of the Administrative Services Division in such
a manner as to insure that the mission of the
Division is accomplished.
(2) To develop, recommend and implement such proce-
dures and schedules as may be necessary to
accomplish the mission of the Division.
(3) To provide staff guidance on the operation of
the various support facilities provided by the
Division.
(4) To effect liaison with other components of the
Agency as necessary to accomplish the mission
of the Administrative Services Division.
(5) To allot and control parking permits for areas
made available for the use of the Agency.
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b. Transportation Branch
(1) To provide headquarters motor pool passenger
service, including the shuttle and special
Agency bus service.
(2) To provide special passenger car service as
required by components of the Agency.
c. Mail and Courier Branch
(1) To provide schedules and special courier and
messenger service for the entire Agency,
except for those offices providing their own
courier and messenger service as approved by
the Deputy Director (Support).
(2) To provide armed courier(s) on specific
assignments involving the risk of theft or
compromise.
(3) To provide, upon specific request, courier
service to destinations away from the Washing-
ton area.
(4) To maintain liaison with other Government
agencies regarding mail and courier operations.
(5) To receive, process, and distribute all offi-
cial incoming and outgoing mail.
(6) To maintain registry logs for all incoming
and outgoing registered mail.
(7) To maintain an up-to-date locator file of
Agency personnel to facilitate the addressing
of incoming mail for delivery to the various
offices within the Agency.
d. Telephone Branch
(1) To provide for and operate necessary central
telephone switchboard service for the Agency.
(2) To develop, review, and recommend procedures
necessary for the operation of such a switch-
board service.
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(3) To serve as a central point for the reporting
of telephone malfunctions and to pass such
information to the Real Estate and Construc-
tion Division, Office of Logistics.
(4) To provide a central telephone information
service.
e. Conveyor Branch
(1) To provide for the operation and maintenance
of the headquarters building pneumatic tube
and belt conveyor systems.
(2) To develop necessary procedures, regulations,
and training programs to insure the efficient
functioning of the systems..
f. Building Services Branch
(1) To provide for the carrying out of minor moves
within and between various Agency departmental
buildings.
(2) To maintain and operate supply rooms which stock
and issue expendable and non-expendable adminis-
trative supplies and equipment for Agency
occupied buildings in the headquarters area.
(3) To initiate requisitions and contractual main-
tenance services such as telephone buzzer
installations, building repairs, alterations
and maintenance services for various office
equipment.
(4) To be responsible for non-expendable : property
located in Agency occupied buildings.
(5) To issue permanent property passes and authorize
personnel to sign property passes for removal of
property from Agency buildings.
(6) To collect and dispose of classified trash from
buildings occupied by the Agency in the depart-
mental area.
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Staff
Security
Director
of
Logistics
Building
Planning
Staff
Planning Administrative
Staff Staff
Appendix D
Printing Services
Division
C- Current Slots
P- Proposed Slots
Supply
Division
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Procurement
Division
Real Estate and
Construction Div.
Transportation
Division
25X1
Admin
Div.
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SEC11LT
the translation of-
PU NAELC NOITAREPO '
DDS/OL/LSD
Each year, with much heraldic pomp and circum-
stance involved with notices, posters and other simi-
lar propaganda devices, Logistics representatives
launch a campaign designed to recover surplus
and/or unused Government property which em-
ployees tend to "accumulate" in the ordinary course
of business. Some of this accumulation is a result of
over-enthusiastic requisitioning from the supply
room, but most accumulations pile up simply be-
cause of the failure to turn in those items that are
no longer required. Let's face it-a great many
people are pack rats. And the desire to do right is
often overcome by the desire to covet, even if the
target of this covetousness happens to be a heap
of well-chewed-on pencil stubs.
With respect to the clean-up operation, this year
has again provided Sundry Supply Officers with a
resounding success story in that hoards of surplus
paper clips have been added to stockpiles, and a
goodly number of desks, chairs, typewriters, and
other costly items of equipment have been turned
in, thus affording a fair measure of economy for
Uncle Sam. Seriously, congratulations are due all
participants in this yearly program. So much for
blood, sweat, and PRA.
Metaphorically, "Operation Clean Up" can be ex-
panded to embrace the subject of Ecology, which
has been described as, "... the study of human
populations and of their reciprocal relations 'in terns
of physical environment, spatial distribution, and 2 cultural characteristics. . .." The term "Ecology"
has been given an enormous amount of coverage
by the news media these past several years in
terms of the world's population problems coupled
with the tremendous advances in technology during
recent decades. Ecology has indeed become one of
the more important topics of this era. The Louie
Aliens of the meteorological world (I refuse to refer
to them as "weathermen") regularly furnish air pol-
lution counts as a statistic on weather reports; poli-
tici,nls (in and out of office) are constantly consid-
ering new laws to prevent industry from creating
those intcri'stirng collages of foamy greens, reds,
purples, blues, and yellows in our rivers; and the
dumping or spilling of oil in our harbors or off-
shore waters is no longer the "in" thing to do.
However, all of these major environmental problems
are gigantic in scope, and their solution will require
the expenditure of time as well as vast sums of
money, plus the whole-hearted support of our
people as a nation.
More to the point of this article, we have eco-
logical problems right within the Headquarters
Buildings that we, as employees of this Agency, can
do something about. Friends, the horrible truth is,
our House is littered. And this litter is caused by our
own thoughtlessness and disregard for ". . . the
aggregate of all external and internal conditions
effecting the existence, growth, and welfare of ..." s
our fellow human beings.
The problem of litter as created by those known
as "litterbugs" is a classic example of the type of
ecological problem we can solve simply by being
careful. And who was the sweet person who so
thoughtfully deposited an empty coca cola can,
three paper plates and a wad of napkins under a
holly bush near the North Parking Lot one bright
sunny day about three weeks ago? It must have
been an interesting place to eat lunch since the
lowest branch of the holly bush is only eight inches
above ground level. In any event, the management
provides numerous trash receptacles and the amount
of physical labor required to convoy such litter to
the nearest receptacle is minimal.
Another charming example of the ecological
mores of the American male is one we shall entitle
"The Corridor Conference." This situation requires
three or more males standing in any corridor which
has been freshly painted speaking in hushed con-
spiratorial tones. An alert passer-by can overhear
phrases such as "miniskirt," "Redskins and seven
points," or "what's your handicap?". At least one of
these characters will be indolently taking his ease
and supporting his bad back by planting the sole
and heel of one shoe squarely against the freshly
painted wall. This has two favorable results. First,
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SEC
it will guarantee that the wall which was painted
I last week will soon look as though it were painted
four years ago. Secondly, it keeps painters employed
even if it is at the expense of overrunning the
I maintenance budget.
This could go on and on as there are countless
I examples which could be cited to graphically un-
derscore the general thoughtlessness of people in
,connection with their relationship with their en-
vironment and fellow human beings. Oddly enough,
many of those who arc extremely vocal about our
'major ecology problems today generously contribute
their own brand of dirt and litter to the general
confusion. As we are in an age where this massive
I social problem has caused fundamental changes in
our understanding and our outlook as to our environ-
ment, we must consider that philosophically, this
'problem of ecology has an important bearing upon
the fate, and in a sense, the freedom of all man-
kind. Let us each in our own small way make it
"our thing" to be thoughtful, be kind, and be clean.
(UNCLASSIFIED)
'Decoded from an ancient diorite stele found in the lower
Sonat Room. The literal translation is "Operation Clean
Up'..
'Standard Dictionary, International Edition, Volume I,
Funk and Wagnalls, New York, 1967, p. 400.
3lbid, p. 425.
The best time to look for work is after you've been
hired for the job.
frustration - Finding out that you have an ulcer
and you're not even a success.
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 Approved For Release 2007/10/23: CIA-RDP93-00939R000100150001-9 ix
Headquarters
LOYEE BULLETIN
1. The shuttle bus schedules shown on pages 2, 3, and 4
are effective 6 July 1971. Changes have been made in the schedules
for Routes 1 and 2 to provide for bus departures from the Head-
quarters Building on the hour and the half-hour during normal work
hours. An additional change has been made to include a stop at
the Printing Services Building.
2. The schedule for Route 3 has been changed so that buses
will depart from the Headquarters Building for New State on the
hour and at 60-minute intervals rather than at 20-minute intervals
as previously scheduled. Since direct service between the Head-
quarters Building and New State has thus been reduced, it should
be noted that alternate service from the Headquarters Building to
New State is provided on the half-hour by a Route 2 bus. Route 4
has been changed to add one limousine which will leave the Head-
quarters Building at 9:00 a.m.
3. Pocket-sized schedules may be obtained from receptionists
and bus drivers.
ADMINISTRATIVE - INTERNAL USE ONLY
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ADMINISTRATIVE - INTERNAL USE ONLY
LV Headquarters
7:30
7:45 9:00
10:00
11:00
12:00
r
Ames
7:52
8:07 9:14
10:14
11:14
12:14
Key
7:53
8:08 9:15
10:15
11:15
12:15
Magazine
7:54*
8:09** 9:16
10:16
11:16
12:16
Pentagon (B-7)
9:21.
10:21
11:21
12:21-
Executive Office Building
9:34
10:34
11:34
12:34
East
8:44
9:44
10:44
11:44
12:44
New State
8:47
9:47
10:47
11:47
12:47
Ames
8:54
9:54
10:54
11:54
12:54
Key
8:55
9:55
10:55
11:55
12:55
Magazine
8:56
9:56
10:56
11:56
12:56
Printing Services 'Building
9:09
- 10:09
11:09
'12:09
1:09
AR Headquarters
8:35
9:10
10:10
11:10
12:10
1:10?
LV Headquarters
8:30
9:30
10:30
11:30
12:30
Ames
8:54
9:44
10:44
11:44
12:44
Key
8:55
9:45
10:45?
11:45
12:45
Magazine
8:56
9:46
10:46
11:46
12:46
East
9:05
9:55
10:55
11:55
12:55
New State
9:07
9:57
10:57
11:57
12:57
Executive Office Building
9:12
10:02
11:02
12:02
1:02
Pentagon (B-7)
9:25
10:15
11:15
12:15
1:.15
Ames
9:30
10:20
11:20
12:20
1:20
Key
9:31
10:21
11:21
12:21
1:21
Magazine
9:32
10:22
11:22
12:22 .
1:22
Printing Services Building
9:45
10:35
11:35
12:35
1:35
AR Headquarters
9:46
10:36
11:36
12:36
1:36
*This vehicle goes from Magazine Building to the Headquarters Building.
**This vehicle goes from Magazine Building to East Building for 8:44 departure.
***This vehicle goes from the East Building to Ames Building for 5:10 departure.
****Rush hour service.
ADMINISTRATIVE - INTERNAL USE ONLY
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ADMINISTRATIVE - INTERNAL USE ONLY
( RED SIGN )
1:00
2:00 3:00
4:00
4:40****
5:10****
1:14
2:14 3:14
4:14
4:54
5:21+
1:15
2:15 3:15
4:15
4:55
5:25
1:16
2:16 3:16
4:16
4:56
5:26
1:21
2:21 3:21
4:21
5:01
1:34
2:34 3:34
4:34
1:44
2:44 3:44
4:44
1:47
2:47 3:47
4:47
1:54
2:54 3:54
4:54
1:55
2:55 3:55
4:55
1:56
2:56 3:56
4:56
2:09
3:09 4:09
2:10
3:10 4:10
5:10
( WHITE SIGN )
1:30
2:30 3:30
4:30
1:44
2:44 3:44
4:44
1:45
2:45 3:45
4:45
1:46
2:46 3:46
4:46
1:55
2:55 3:55
4:55***
1:57
2:57 3:57
2:02
02 4
02
3
:
:
2:15
3:15 4:15
2:20
3:20 4:20
5:10****?
2:21
3:21 4:21
5:11
2:22
3:22 4:22
5:12
2
4
:35
3:35
:35
2:36
3:36 4:36
5:26
ADMINISTRATIVE - INTERNAL USE ONLY
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 NORTHBOUND
V Headquarters 9:00 10:00 11:00 12:00 1:00 2:00 3:00 4:00
U New State 9:13 10:13 11:13 12:13 1:13 2:13 3:13 4:13
LV New State 9:15 10:15 11:15 12:15 1:15 2:15 3:15 4:15
IR Headquarters 9:28 10:28 11:28 12:28 1:28 2:28 3:28 4:28
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ADMINISTRATIVE - INTERNAL USE ONLY
ROUTE NO. 3 (GREEN SIGN)
(60-minute Interval)
SOUTHBOUND
ROUTE NO. 4 (BLUE SIGN)
Limousine
LV Headquarters *7:30 *8:00 *8:30
I 1000 Glebe Rd 7:58 8:28 8:58
Kenwood Bldg 7:59 8:29 8:59
LV Kenwood Bldg 8:00 8:30. 9:00
IR Headquarters 8:25 8:55 9:25
V Headquarters
3:30
4:00
4:30
1000 Glebe Rd
4:03
4:33
5:03
Kenwood Bldg
4:04
4:34
5:04
LV Kenwood Bldg
*4:05
*4.35
*5:05
IR Headquarters
4:30
5:00
5:30
9:00 9:30 10:30 11:30 12:30 1:30 2:30
9:28 9:58 10:58 11:58 12:58 1:58 2:58
9:29 9:59 10:59 11:59 12:59 1:59 2:59
9:30 10:00 11:00 12:00 1:00 2:00 3:00
9:55 10:25 11:25 12:25 1:25 2:25 3:25
I Rush hour service between the Headquarters, Kenwood, and 1000 Glebe Road Buildings
is provided at 7:30, 8:00, and 8:30 a.m. and 4:05, 4:35, and 5:05 p.m., Monday
through Friday.
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EXECUTIVE DINING ROOM
mate
Ifegular Lunch ................ $1.60
teak Special-Delmonico .. . . .. $1.95
Sirloin .......... $1.95
Filet Sandwich... $1.95
A LA CARTE
Light Lunch .................. $1.10
Low Cal ...................... $ .95
Chef Special ................... $1.10
Soup .......................... $ .25
Salad ......................... $ .20.
A La Carte Salad Bowl ......... $ ,320v
Dessert .........
Milk .......................... $.15
Coffee ... $ .10
............ .
Tea ........................... $ .10
Juice ......................... $ .10
Cigar ......................... $ .25
Cheese Cake $ .30
A La Carte Jumbo Salad Bowl ... $1.10
Other
Membership Acct. #
Signature
Room #
3259 (12-70)
Appendix H
C H M E N U
EEK OF 21 - 25 SEPTEMBER 1970
Each 250
TUESDAY
FRIDAY
WEDNESDAY
Lima Bean Soup-
Mixed Grill
Vegetable of the Day
or
Salad
Beef & Tomato Soup
Corned Beef & Cabbage Mixed Sea Food Pilaf
Parsley Potatoes
Filet Mignon Sandwich
w/Wedge of Lettuce
Sliced Tomato
I DESSERTS
I
I
Fruit Sherbet
Melon Ice Cream
Manhattan Clam Chowder
Vegetable of the Day
or
Salad
DAILY STEAK SPECIALS
Vegetable Beef Chowder
Lamb Shish Kebab
On Toast
Vegetable of the Day
or
Salad
Juice
Vegetable of the Day
or
Salad
Cheese Cake
Chocolate Sundae
- $1.95
Prime Sirloin Steak
On Toast
Juice
Vegetable of the Day
or
Salad
D"5
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WEEK OF 21 - 25 SEPTEMBER 1970
Soups & Desserts Are A'La Carte - Each 250
MONDAY
Grilled Open Face
Sirloin Sandwich
Vegetable of the Day
or
Salad
Lamb Shish Kebab
On Toast
Vegetable of the Day
or
Salad
Mixed Grill
Vegetable of the Day
or
Salad
Corned Beef & Cabbage Mixed Sea Food Pilaf
Parsley Potatoes Vegetable of the Day
or
DAILY STEAK SPECIALS - $1.95
Filet Mignon Sandwich
w/Wedge of Lettuce
Sliced Tomato
Prime Sirloin Steak
On Toast
Juice Juice
Vegetable of the Day Vegetable of the Day
or or
Salad Salad
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L I G H T L U N C H M E N U
THURSDAY FRIDAY
Fruit Plate Pineapple Ring
Sherbet Cottage Cheese
On Bed of Lettuce Sliced Tomato
On Bed of Lettuce
Crackers
Lamb or Veal Chops - $2.50 (Includes Everything but drinks)
Delmonico or Sirloin - $3.00 (Includes Everything but drinks)
Filet Mignon Luncheon - $3.75 (Includes Everything but drinks)
Cornish Hen Stuffed w/Wild Rice - $2.50 (Includes Everything but drinks
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THURSDAY FRIDAY
Reuben Sandwich Corned Beef on Rye
Salad Salad
MONDAY TUESDAY
WEDNESDAY
Philadelphia Cream Cheese Pickled Herring Broiled Fish
On Boston Brown Bread In Wine Sauce Wedge of Lettuce
Peach Half Shredded Onion
On Bed of Lettuce Tomato
On Bed of Lettuce
Pumpernickel Roll
WEEK OF 21 - 25 SEPTEMBER 1970
TUESDAY WEDNESDAY
Ham & Swiss Cheese Texas Hot Dog Sliced Turkey Sandwich
On Whole Wheat w/Mexican Chili Sauce Salad
Salad Salad
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Appendix I
Source References
1. Inspector General's Survey, Jun 61; pp. 24, 134-39,
212-14, and 234-55. S. OL/LSD files.
2. Memo, C/AS/OL to D/L, 10 Oct 61, sub: Proposed
Administrative Services Division, Office of Logistics,
w/atts: Organization Charts, Functional Statement,
Origin of Slots. S. OL/LSD files.
3. Memo, D/L to DDS, 27 Aug 62, sub: Proposed Adminis-
trative Services Division, Office of Logistics. S.
OL/LSD files.
4. Head uarters Notice 23 Oct 62; later rescinded25X1
by 18 Jan 63. S. Headquarters Reg
21 Oct 68 (Revised). S. OL/LSD files.
5. Memo, C/LSD/OL to LSD Branch Chiefs, 10 Apr 63, sub:
Merger of Space Allocations Branch and Building
Facilities Branch. U. OL/LSD files.
6. Contract: General Services Administration (GSA) -
Interior Space Design Corporation (ISD), Contract
No. 77265, 1961. U. Contract: Logistics Services
Division, Office of Logistics, CIA (LSD/OL/CIA) -
Interior Space Design Corporation (ISD), Contract
No. XE-2548/4. U. OL/LSD files.
7. Memo, D/L to Chairman, Steering Committee, 6 Feb 57,
sub: Cafeteria Concession, DDS 57-0425. S. OL/LSD
files.
8. Ibid. S. OL/LSD files.
9. Memo, DDS to D/L, 27 Dec. 62, sub: Use of Cafeteria
Facilities in the Headquarters Building. S. OL/LSD
files.
10. Letter, Exec Vice Pres & Gen Mgr, Government Services,
Inc. (GSI) to Exec Sec, Virginia Commission for
Visually Handicapped, 17 Dec 62, with executed contract
between GSI and Auto-Vend Coffee Time, Inc. U. OL/LSD
files.
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 Secret Approved For Release 2007/10/23: CIA-RDP93-00939R000100150001-9
CIA Internal Use Only
Access Controlled by DDS
Secret
Approved For Release 2007/10/23: CIA-RDP93-00939R000100150001-9