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SECRET
2 9 MAY 1974
MEMORANDUM FOR: Chief and Deputy Chief, Real Estate and
Construction Division? OL
The attached report was initially prepared
for Plans and Programs Staff as part of their work on objec-
tives for FY 1974. When it was forwarded to DD/MES, it was
given to and company for their review and comment.
When Jack received their comments he sent the whole package
back to me with a note and I subsequently had and
company make comments on the comments.
Having said all that, I think this whole
project at this point is overtaken by events, since the con-
cept of the Building Planning Staff has been approved and the
Building Planning Staff, when established, will really take
over this project; sooooooo, I am sending this to you as part
of the first inputs to the Building Planning Staff.
Francis J.WUan Damm
Director of Logistics
cc: P&PS/OL
SECRET
OL 4 2385&
E2, CL BY 010891
This memo may be reclassified
AIUO upon removal of att.
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it '( 1V14
SUBJECT: Comments Concerning DD/M&S Plans Staff Papers
Resulting from the Logistics "'Report on Agency
Dispersion Problems and Inefficiencies"
1. The comments are keyed to each of the following specific
papers as prepared by the respective members of the DD/MFRS Plans
Staff:
a. Note dated 17' Apr'il' 1974 from LJD (Mr`M to STATINTL
(1) Mr. - is correct in the fact that there are
a "number of discrepancies" and 'there has been some
separate action." The report must now be viewed in
retrospect from the standpoint that it is 3 months old
and a number of events and changes have taken place
since it was prepared. As time passes, it will become
more outdated with regard to statistical data. If com-
plete statistical accuracy and currency are considered
paramount, the report should be reworked to bring it
up to date. For example, the gasoline crises was just
beginning to appear on the horizon during the preparation
of the report. Since that time, the reimbursable use of
POV's has undoubtedly decreased substantially, and the
use of Agency "U-Drive" vehicles has increased. The
Shuttle Bus Service has been upgraded and costs of the
service have increased as a result of rescheduling
frequency of runs since the report was completed.
(2) I do not feel that the ~exactutude of the
statistical data (except at the moment it is verified
and listed) is the vital area for consideration. More
important is the fact that the following basic dis-
persion problems and inefficiencies in terms of
extended facilities/services and costs are with us and
will remain so until some corrective action is taken:
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Approved For Release 20W06/09 : CIA-RDP86-01019R000200136002-8
SUBJECT: Comments Concerning DD/M&S Plans Staff Papers
Resulting from the Logistics "Report on Agency
Dispersion Problems and Inefficiencies"
SLUC (as applied to leased buildings)
Guard and Receptionist Services
Communications Systems
Shuttle Bus Service
Motor Pool Service
U-Drive Agency Vehicles
Reimbursable Use of POV's and Taxis
Courier Service
Supply Deliveries
(3) I agree that the committee or task force
approach is the slow way to progress. A unilateral
body could move faster. Neither approach will
accomplish very much unless authority commensurate
with the task is provided. However, it must be con-
ceded that each Directorate is heavily involved in
dispersion of activities and any solutions, any
developments, cannot succeed without the full co-
operation and compliance of all Directorates.
STATINTL b e dated 16 April 1974 ..from RHW (Mr _ STATINTL
M
M
l
o r an
r
a e..
(1) Again, the statistical discrepancies "found"
do not alter in any way the basic fact that the Guard
and Receptionist Service is one of the primary resource
demands directly attributable to dispersion. The
"found" and corrected discrepancies consisted of
statistical errors in information provided by the Office
of Security as to the amounts of Guard and Receptionist
funds and manpower attributable to the dispersed
locations. As a result, resource requirements were
originally overestimated in the report. Statistical
corrections were being prepared in this Staff at the
time Mr. advised me that he had found the errors
and woul correct his copies of the report. The correction
serves only to completely verify the original finding
that Guard and Receptionist Service is the greatest drain
on resources attributable to dispersion, other than the
SLUC assessments. All concerned are now agreed that the
corrected statistical estimate of $1.3 million and 94 man-
years annually is reasonably accurate for Guard and
.:.......
Recepti.onist.S.erv.ico attributable to the 15 dispersed
locations discussed in the report
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Approved For Release 2OW6:6109 ..CIA-R?P86-01a19R00020013 2.6
SUBJECT: Comments Concerning DD/M&S Plans Staff Papers
Resulting from the Logistics "'Report on Agency
Dispersion Problems and Inefficiencies"
(2) I also agree that eliminating dispersed
locations will not be an easy task. It will require
careful attention to personnel projections, and many
other factors under cognizance of the Directorates
such as future objectives and program plans. Based
on all of this, any planning will still require
exceptionally sound judgement in looking toward the
future to determine the greatest potential for con-
solidation and resulting increased efficiency.
STATINTL
(3) Mr. asks what can we do about the
Offices of Finance, Logistics, and Training, for
example. These three Offices are now dis ersed in
six se arate locations. Removal from the TATINTL
STATINTL
location will soon reduce this to five. The
same o jective long-range planning should now be
I
directed toward the remaining five locations and the
occupying DD/MIS Offices, i.e., where should they 25X1A
ideally be 5-10 years from now, consolidated in the
mainstream at Langley, relocated in the nearby beltway
25X1A vicinit , or remain in the backwaters
When decisions are reached on the basis
of these plans, then objectives can be set for accom-
plishment. Concurrent with this, of course, the same
planning should take place for the other Directorates
occupying these five dispersed locations. It was pri-
marily because of this need for concurrent, coordinated
planning that an inter-Directorate task force was recom-
mended.
c. Memorandum For The Record dated 2 April 174 ~e-_
pared by subject . OL's 8th FY 1974
Inefficiencies .
(1) The "major flaw" refers again to the previously
discussed statistical corrections, which I think are
not relevant to the principle issues of management prob-
lems and inefficiencies in terms of nonproductive use
of manpower and funds resources.
3
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Approved For Release 20W011 . 6/09n: CIA-RDP8`6-01019R00020013 92-8
SUBJECT: Comments Concerning DD/M$S Plans Staff Papers
Resulting from the Logistics "Report on Agency
Dispersion Problems and Inefficiencies"
(2) There were few reliable information sources
on SLUC at the time the report was prepared, although
many are now conversant and knowledgeable on the subject.
The concept of SLUC was so little known during the early
stages of the report that care had to be taken lest the
term be mistaken for an obscenity. Currently, there is
one firm answer to the SLUC questions asked by Mr.
The Agency will not be granted an exemption from SLUC STATINTL
for buildings on the Headquarters compound. Therefore,
the original stated conclusion reached in the report
remains correct in that only "elimination" of dispersed
elim
Ilk inati(not replacement as incorrectly inferred by Mr.
will reduce resource re uirements. As of this
date, the answer to Mr. other question is StillSTATINTL
not known. The SLUC assessment has not been established
for the new Headquarters garage.
(3) The other facts discussed in Mr. paperSTATINTL
appear to be objective thoughts 'towards future con-
structive planning which I believe is the logical next
step to be taken.
d. Note For The File dated 5 February 1974 prepared_ _
and page 4, para 4c(2) of OL's paper
"Report on Agency
Dis-
persion Problems and Inefficiencies"
DD M&S 74-0177).
These are the much discussed statistical corrections
which were all agreed to and included in the report on
or about 5 February 1974.
2. In conclusion, the primary purpose of the Logistics
report was to identify significant dispersion problems and sub-
stantial inefficiencies and this has been done, but statistical
cost factors are not static and will continue to change. Management
decisions must now be made as to (1) whether any action will be
taken on the situation, and if affirmative, (2) what element will
have the authority and responsibility for developing solutions and
taking corrective action.
Plans and Programs Staff, OL
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^ SECRET
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
FROM:
EXTENSION
NO.
Director of Logistics
1206 Ames Center Building
2551
DATE 29 May 1974
TO: (Officer designation, room number, and
DATE
building)
OFFICER'S
COMMENTS (Number each comment to show from whom
INITIALS
to whom. Draw a line across column after each comment.)
RECEIVED
FORWARDED
1-Deputy Chief,
RECD/OL 906 Ame
s
2.
3?Chief, RECD/OL
906 Ames
54
/
4.
6.
f a LO L-~
1
J
p4
1
o
STATINTL
7.
f
8.
9.
10.
1 1. r..
4
12.
{
13.
Aup kW
14.
ty
15
OL 4 2385a
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