(UNTITLED)

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP86-00244R000200230018-1
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 8
• Document Creation Date: December 12, 2016
• Document Release Date: January 2, 2002
• Sequence Number: 18
• Publication Date: November 21, 1969
• Content Type: REPORT

Approved Fir Release 2002/01/30 : CIA-RDP86-0024AR000200230018-1
A. Background
1. The present Headquarters Building was lanned for 25X9
25X9A2 employees who were to b. transferred from separate, 25X9
disperscd buildings, totaling into one
building. The justification vas based upon the desire to
eliminate inefficiency, insecurity, and waste.
2. The original Agency estimate of $55,000,000 was
cut back during discussions z7?th the Public Building
Services and others to $50,000,000 which was submitted
to Congress on 20 April 1955 and included a ,-6,000,000
site purchase item. (A -requested authorization in 1951
for 638,000,000 to build a single Agency building on the
Ncvius Tract, was not acted upon.) On 15 July 1955
of Congress authorized an e:;.penditure of $li-6,000,000 for the
Agency building and ', 500, 000 for the extension of the
George Washington Parkway.
3. Cost escalation in material, labor, and related
fees forced a reduction in the gross footage of the build-
ing. Items which Taould have increased employee comfort
had to be eliminated. During the years between initial
planning and occupancy of the building, the Agency was
given added responsibilities and shifts in requirements,
which caused shifts in organization and manpower expansion.
Thus, it was never possible to consolidate all of our
25X9 employees from the? buildings into a single building,
at the time construction was completed.
1.. In 1966 a committee headed by 25X1A9A
conducted a review of special purpose ac lvi' es re-
quirements of the Agency. This effort resulted in the
briefing of various senior Agency officials on the fea-
sibility of constructing a "special purpose" building on
the Headquarters site. It was the intention that if this
were accomplished it might then be possible to return dis-
persed personnel and their special assets to the Head-
quarters area.
5. In October 1968 the Domestic Real Estate Task
25X1A9A Force, chaired by submitted its findings
and recommendations as to Agency action which should be
taken to improve the efficiency of our space management.
6. In January 1969 the Report on Agency Space Utili-
__ti o.~ the Metropol i tan Washington Area was submitted
25XI A9A by of the Off ice of Logistics.
ency
Run on A
t
g
er
This report resulted in the monthly Compu
Metropolitan. Space (CRP1,rMS) .
Prepared foA @7d P6r 1e 2 ~f A6~ 14W6 ~ ~23 8e1 establish-
ment and status of BPS, on 5 Dec 1969. C/BPS 25X1A9A
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CIA-RDP86-00244R000200230018-1
7. Tlic above chore;; plu.,
of lesser note ore
clear evidence of the A cncy's continuous and mounting
concern over the ineffieicaicy, insecurity, and waste which
rocs on in spite of the "ncv" luilding occupied eisj t
years ago.
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B. 1ctors posing the need for vision and creative planning
in solving management challenges of the future involving
people, space, and cquipr,ent.
(31 Oct 1954) (5 Nov 1969)
1. Persistent Growth
a. employees
b. space - sq. ft.
net
3. The impact of future predictable but specifically
unknown reorganizations within the Agency.
4. The potentials for greater effectiveness in Agency
operations with the advent of new and improved equipment,
communications systems, security techniques, illustrative
devices, etc.
5. The possibility for attaining vastly improved
security and efficiency in the fulfillment of Agency
responsibilities.
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 C. Approivela or ieiia?se 2d02101130~:CIA-WP86 00244800021)0230018-1
1. The establishment of a Building Planning Staff was
recommended repeatedly over the past few years by the Office
of Logistics. Funds for a Building Planning Staff were in-
cluded in its two most recent budget presentations.
2. Lawrence K. White, B':ccutive Director-Comptroller, in
his approval of the Domestic Real Estate Task Force Report, of
October 1968, agreed to the establishment of the BPS.
3. The BPS was established in April 1969 by
Robert L. Bannerman, Deputy Director for Support, and the
Deputy Directors and heads of the independent offices were so
notified by his memorandum on 2 April 1969.
4+. Two men of the Office of Logistics were assigned at
that time to review the files of the former Building Planning
Staff and to write the history of the planning for and construc-
tion of the Headquarters Building.
5. During the first wed: of April the Agency became aware
of gestures being,made by DIE toward possibly locating on the
Bureau of Public Roads property. When this information was
brought to the attention of Richard Helms, Director of Central
Intelligence, he gave his full support to the desire expressed
by the DDS to reserve this property for CIA. The Director
then urged that we proceed with more definite planning.
6. Thomas Karamessines, Deputy Director for Plans, agreed
to release from his staff to head an Agency-
wide building planning program which would anticipate at least
ten years ahead the personnel, space, and equipment needs of
the Agency and plan for the construction of the facilities re-
quired to meet these needs.
7. The Office of Logistics, with some assistance from
other components of the Support Directorate, has absorbed this
new responsibility. No new positions or additional ceiling
slots have been authorized for this activity. The following
were provided by August 1969, in addition to the Chief, BPS:
Three officers OL
One secretary OL
Llac e OL
One officer OC
One officer OS
Part-time assistance OGC
Part-time assistance PPB
When the architect reports for duty the Building Planning
Staff will be complete.
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D. Status of the Wilding Pining Program
1. Files of the previous BPS have been reviewed,
and folders containing records and references meaningful
to the present BPS activities have been temporarily re-
trieved from the document center.
2. Research is continuous in government, industrial,
commercial, and professional reports, periodicals and books
for the latest in materials, equipment, and techniques.
3. Subject files have been set up for the compilation
of acquired information in the many fields to which the
BPS must give its attention.
4. General and specific responsibilities have been
given each member of the BPS thus directing the flow of
information acquired from any source across the responsible
desk before it is placed in the subject file.
5. Meetings have been held with each Deputy Director
informing him of the status of the BPS activities, the ten-
tative phasing of the program, the type of assistance re-
quired in the months ahead from his directorate, and the
procedures and methods of operation of the BPS.
6. heads of all major components within the directo-
rate are receiving similar briefings. This planned effort
is 90 percent complete.
7. Each Deputy Director has named a Building Planning
Coordinator (BPC) for his directorate, and the Executive
Director-Comptroller has designated a coordinator for the
O/DCI and the Independent Offices. The initial meeting
has been held with these BPCs. They, in turn, are in the
process of obtaining a designation, from each major compo-
nent, of a Building Planning Assistant (BPA). Each BPA
will provide opinions, ideas, and supporting details from
his component as required in the planning program.
3. The need for accurate basic information was rec-
ognized. Up-to-date information is being assembled through
aerial photographs, contour mapping, plats for the various
utilities, roads and walks, and conformation of boundaries.
9. Communication equipment and systems information
is being assembled for processing voice, data, graphics,
and narrative messages. This includes work with the OC
research officers and keeping abreast of "drawing board"
plans as well as existing and future contract type projects.
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10. Past -records z:rc bcin made current on the residence
locations and movements to and :From cork to prepare for
necessary road adjustrents on the Langley site and type and
location of an additional entrance(s). Traffic patterns,
of both amount and di ectio~:, are being developed. The
possible effect on nualic transportation and use of the
metro are being e?arined.
1.1. The B.PS studies are undert-vay on the cafeterias and
other eating arranr;cmcnt s both at Ilcadquaxters and in the
outlying metropolitan ere uui16).ing;s. We are considering
problems of service, lzayouts, use and capacity, and look
ing into overall a(ljustmc,.nt.,.; which would provide the most
satisfactory dispensing of food to our employees. Addition-.
al facilities i.,ill be required.
12. The latest in scientific and engineering know-
how on air Bundling, heat, light, and, the maintenance of
"clean air" is being acquired for analysis and considera-
tion in planing our new office and special purpose space.
13. The latest developments in security techniques
and devices have been assembled, and theories of appli-
cation arc being c._amined. This includes such diverse
subjects as structural concepts and emanation security.
(In this cork we are receiving; extremely valuable informa-
tion from the members of the Headquarters Security Commit-
tee and its reports.)
14. In considering the size of the Agency and its
present structure, numerous possible building arrange-
ments have been schematically worked out to test some
of our early hypothesis. This system will be expanded.
15. A major emphasis of the BPS has been the develop-
ment of cost figures vhich relate to potential savings
following consolidation. The BPS is gathering statistics
and examining possible savings in tangible areas such as
guard force, T?-'TX service and telephone transfer frame,
building services, rentals, and loss of time. It is also
concerned with the intangible savings such as more efficient
management, improved supervision, increased employee com-
fort, and an enhanced productive effort.
16. Planning has advanced to the point where it is
known that if no P.PR land is available for Agency use, our
present site could absorb the projected consolidation.
Conditions would be crar.tZoed and construction, particularly
parking, would be more costly.
6
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E. Policies, decisions, and actions needed by the Building
Planning Staff
1. A decision must be made on the availability of
part(s) of the Bureau of Public Roads property, including
the ultimate assignment of the Scattergood-Thorne property
to the Agency.
2. Federal regulatory controls as well as artistic
appeal will have a conforming effect upon the types and
heights of structures to be located on the site.
3. A statement o2 "image" must be developed of each
component, with concurrence at the directorate level, pro-
jecting what the component will require ten years from
now to meet its responsibilities at that time. (This will
require a reaffirmation of the then existence of its
responsibilities the need for the component or similar
office.) The projection will be in manpower both kind and
number, equipment, systems, and space.
4. A decision is desired on whether the Agency in
part or entirely could and would operate on a shift basis.
This does not mean an c:.n:mnc;ion of the staggered half-hour
adjustment in arrival tared departure time but at least a
double eight hour Shift in offices where applicable. A
shift schedule would have a major effect on office space
and parking.
5. Actual, projected, or anticipated changes in the
responsibilities of the Agency, including shifts which
might be planned by the National Intelligence Programs
Evaluation Staff, can have a drastic effect upon plans for
new facilities and should be brought to the attention of
the BPS at the earliest opportunity.
6. New programs or planned reorganizations of assets
to accomplish present programs should be brought to the
attention of the BPS.
7. The apparent need for efficient cluster arrange-
ments must be fully considered. This will permit placing
in adjacent space similar operations such as scientific
laboratories or data processing activities or printing and
other reproduction operations. In some cases this might
separate an element from its responsible office.
3. An alternative to 7 above would be a major Agency
reorganization which would relate, in a command sense, many
of our data processing, technical, and specialized research
activities.
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9. Any policy (iccic;:i.on oil overall reduction of Agency
strength on a schcu.ulcd over the next ten years, if
decided upon now, could maize the building planning program
more realistic or possibly even unnecessary.
10. A policy must be reached governing the inclusion
or not of expanded rccreetionol facilities to include
Jogging track, szriraain? pool, gyr.,masium space.
11. 1~rom a loss-of-;;ime reality as well as security
considerations, a decision must be made again on the in-
clusion or not of limited outside services for the erloyee
such as women's hairdresser, z;earing apparel shops, post
office, and a small drug store.
12. The initial BIDS planning is laying a foundation
upon which to base later adjustments in a realistic manner.
Planning at the present time applies the premise that all
overt staff activities in tha lictropolitan Washington_ Area
ill be consolidated on the Headquarters site. If a de-
(d) a related small medical facility would be maintaine
in the Hosslyn area or Washington proper, it i?rould have a
marked effect on space requirements and general planning.
13. A release from the present constraining instruc-
tions not to discuss the building planning program outside
of the Agency is desired. This action would permit neces-
sary discussions with GSi and GSA officials and allow for
contracting to have test boring made where buildings and
related construction are likely to be located.
Approved For Release 2002/01/30 : CIA-RDP86-00244R000200230018-1