PRINTING AND PHOTOGRAPHY DIVISION BASEMENT EXCAVATION

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP12-00036R000100130001-6
• Release Decision: RIPPUB
• Original Classification: K
• Document Page Count: 64
• Document Creation Date: December 23, 2016
• Document Release Date: August 26, 2013
• Sequence Number: 1
• Publication Date: December 9, 1982
• Content Type: MEMO

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up.
UNCLASSIFIED
INTERNAL
USE ONLY
[ I
CONFIDENTIAL Eli SECRET
ROUTING AND RECORD SHEET
SUBJECT: (Optional)
FROM:
PRINTING AND PHOTOGRAPHY DIVISION BASEMENT EXCAVATION
C/PUD/OL
158 PEP Building
EXif NSION
TO: (Officer designation, room number, and DATE
budding)
2.
D/L
OFFICER'S
INITIALS
RECEivED FORWARDED
4,.
5.
6.
?
4
NO
OL-2-5623
DATE ;
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10. December 1982 - ,STAT.
COMMENTS, (Number each comment to show from whom
to whom. Draw a line OCIOSS column after ft:1(h comment.)
1
7.
9.
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12:
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09 December 1982
MEMORANDUM FOR: Director of Logistics
FROM
SUBJECT
REFERENCE
Chief, Printing and Photography Division, OL
Printing and Photography Division
? Basement Excavation
Memo to D/L, dtd. 28 May 1980, Subject:
P&PD Noise and Materials Storage
Problems
1. The purpose of this memorandum is to update the referent
(Attachment 1) in view of the recently completed feasibility
study conducted by a consulting engineer, under contract to
HEB/RECD/OL, to examine the excavation of the Printing and
Photography Division (P&PD) basement for storage purposes.
2. In essence, the study (Attachment 2) provides an array
of schemes built around the excavation of the crawl space located
at the south end of the P&P building. The variations on the
basic theme of the excavation have to do with the construction of
a new loading dock on the west side of the building, the
provision of fire and explosion proof chemical storage facilities
on east side of the building, and four alternative locations for
a freight elevator. Along with the basic excavation, the study
recommends the adoption of a plan which incorporates the new
loading dock, the explosion and fireproof chemical storage rooms,
and an exterior elevator located on the east side of the
building.
3. The consultant estimates the cost of his recommended
approach to be $2,067,000. When this figure is adjusted by
adding GSA surcharges, and subtracting the cost of the chemical
storage facility (which would not receive Safety Staff approval),
the resultant cost is $2,027,000.
4. Although P&PD accepts the consultant's recommendation on
the excavation, dock, and elevator as being responsive to the
needs of the Division, it is also aware of certain fiscal
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realities, i.e. even if such a large sum was available for the,
project, the pay back on the investment could take as long as 15
years.
5. With all of the foregoing as background, it is
recommended that the project not be undertaken at this time. It
may be worthwhile, however, to proceed with the development Of a
design based on the 'consultant's recommendation so that a head
Start ,on the project could be gained should funds become
available at a later date. You may also wish to consider the
rehabilitation of the existing P&PD loading dock which has been
declared unsafe by Safety Staff/DDA. I am not aware of any
current or past engineering or cost studies concerning this item.
6. Please call
'require further information on this matter.
Distribution: ?
if you
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1
- Original 7 Addressee
1
- DL Registry
1
- OL Chrono
1
- OL/PPD ? Official
1
- OL/PUD Chrono
1
- OL/PCIPD/PHISS Chrono
1
- OL/PUD/PP&SS/
(Dec.9, 1982)
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May 28, 1982
MEMORANDUM FOR: Director of Logistics
FROM
Chief, Printing and Photography Division, OL
SUBJECT P&PD Noise and Materials Storage Problems
1. The purpose of this memorandum is to recommend a course
of action designed to provide an optimum solution to two
continuing problems that adversely impact on P&PD's ability to
satisfy its mission; they are, lack of adequate space for safe
and environmentally controlled storage of P&PD's supplies, and an
unsafe environment in the press and bindery areas. These
problems are distinct; however, they become intertwined when one
analyzes the relevent facts, and iterates alternative solutions.
2. The P&PD Storage Space Staff Study (Attachment 1)
presents four solutions to P&PD's environmental, safety, and
convenience related supply storage problems. Included as
solutions are modifying P&PD's existing 12,000 square feet of
space, leasing commercial space, constructing a
storage facility in the new Headquarters building, and excavating
the P&PD basement. The study recommends the last option, and
requests Director of Logistics (DL) approval for a Real Estate
and Construction Division (RECD) feasibility study, with the
ultimate goal of securing Deputy Director for Administration
(DDA) approval for the project.
3. The press and bindery safety issue is dealt with in
Attachment 2 (Summary of Noise Problems In Press and Bindery,
P&PD). This study identifies equipment air compressor noise in
the press and bindery areas as the most significant of P&PD's
safety problems, discusses available options, and make a series
of remedial recommendations. Of the options presented; i.e.
equipment replacement, use of sound absorption materials,
equipment noise insulation, enforced use of hearing protection,
limitation of exposure by altered duty assignment, and isolation
of the air compressors through relocation, only the last is
viable. The recommendation contained in this study supports this
last option by suggesting either the GSA Mechanical Room (G-5) or
the P&P Building roof as locations for the compressors. The
rcommendation also makes note of the P&PD crawl space as the
'ideal' compressor location should the excavation of the basement
?be approved. A matrix (Attachment 3) is included as a-concise
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means of exhibiting the available options, and, showing their
effectiveness in providing a solution to the subject problems.
4. The costs of relocating the compressors, and
constructing a storage facility in the P&PD basement are
conservatively estimated to be $350,000 and $1,200,000
respectively. The $350,000 figure is based on relocating the
compressors either to G-5 or the roof. It would seem safe to
assume that this cost would be dramatically reduced if the
relocation was planned for and made as part of the construction
of the storage facility. A cost/benefit matrix providing
estimated costs and associated pay-back information for the
various options is included as Attachment 4.
5. Based on the data contained in the attached studies, it
is recommended that the Director of Logistics approve:
a. The initiation of a feasibility study for RECD to
determine the design and budgetary costs for the utilization
of the unexcavated space under P&P Building for the storage
of P&P supplies.
? b. The incorporation of the requirement for relocation
of the air compressors into the Study recommendation in (a)
above.
c. In the event that RECD's study concludes that the
excavation of the P&P Building crawl space is the optimum
solution for P&PD's storage and noise abatement
requirements, OL seek approval to proceed with the project
at the earliest practical date.
Approval:
Director of Logistics
Disapproval:
Date
Director of Logistics ?Date
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Al:...:ACHMENT 1
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I. purpose
P&PD STORAGE SPACE STAFF STUDY
The purpose of this study is to recommend a course of action
designed to provide a solution to the Printing and Photography
Division's (P&PD) supplies storage problems. These problems
manifest themselves by the lack of temperature and IlTmidity
controlled warehouse space at the inadequate
and unsafe chemical storage facilities, and the inefficiencies
invoiv_ed in the daily requirement to transport stock items from
theP o the Printing and Photography (P&P) building.
II. Background
A. P&PD currently occupies approximately 12,000 square feet
of space (see Attachment A). This space accomodates about 80
percent of P&PD's stock. The remaining 20 percent occupies 3,000
square feet of space in the P&P Building. 1
B. The space at the is used for the storage of a wide
variety of stock items inc u ing various printing papers,
photographic films and papers, chemicals, press plates, etc. All
of these materials require at least minimal temperature and
humidity control, and many items, particularly those that are
photosensitive, suffer shortened shelf life, and altered
responsiveness to light as a result of being stored in an
uncontrolled environment.
C. The chemicals stored at the are comprised of
photographic chemistries, alcohol, various solvents, acids, and
the like. As with the photographic items, the physical
properties of many of these chemicals are adversely effected by
exposure to the temperature and humidity extremes present at the
More importantly, according to Occupational Safety and
ci;;ith Act (OSHA) regulations, certain of the chemicals must not
be stored in close proximity to each other, and, in fact, should
be kept in specially constructed storage bays which prevent
incompatible agents from coming in contact with each other in the
event of spillage. No such safety facilities are currently
available at nor is their construction planned.
D. During the summer months, P&PD's paper stocks absorb
excess moisture due to high humidity. This moisture causes paper
to curl making it difficult, and some cases impossible to feed
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through a press. Additionally, high moisture content has a
detrimental effect on the papers' ability to maintain its
dimensional stability during printing, thereby resulting in
misregistered multi-color images. These problems are reduced to
some extent by storing paper in the P&P building for several days
before it is used; however, this staging is not totally
effective, and a significant number of man hours and large
quantities of paper are wasted dealing with moisture related
problems.
E. On a daily basis, P&PD must transport supplies from the
depot to the P&P building via truck. In addition to requiring
approximately two hours of travel time per day in all weather
conditions, this activity involves the handling and
transportation of some chemicals which, because of their caustic
or flammable properties, are considered to be hazardous. The
safety issue notwithstanding, significant inefficiencies are
involved in conducting P&PD's warehousing operations at the
Paramount among these inefficiencies is the double hand i
stock which results from having to store materials at
then transport and re-store them at P&PD. Lesser pro ems
include having to compete with other Agency components and
vendors for dock space when the P&PD truck is loaded and
unloaded, and having to move supplies almost the entire length of
the depot to store them in the P&PD area. Occasional roof
leaks and poor lighting tend to exacerbate all of the above
problems.
F. Finally, there is ever increasing competition for
space among Agency operational components. If vacated, P&PD's
space would make a significant contribution to resolving this
problem. In view of this and the problems noted earlier, the
following discussion of possible P&PD storage alternatives is
offered.
III. Discussion
A. Continued Use of the
Without Modification
Any discussion of alternative solutions to a situation
that P&PD has managed to live with for many years must
consider continuing to do so as an option. Obviously, a
continuation of the status quo offers no solutions to P&PD's
supply storage difficulties. Therefore no further discussion
of this alternative will be made.
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B. Continued Use of
With Modification
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All of the environmental problems associated with
storing P&PD's supplies at the can be solved by STAT
constructing a suitable facility at , however, the STAT
costs of constructing a Butler building or, of partitioning,
and temperature and humidity controlling P&PD's 12,000
square feet of space, plus building an appropriate chemical
storage facility have not been determined, but they are
certain to be high. Even if it is assumed that these costs
are afforda17-7rtitioning does nothing to alleviate the
shortage of space, and neither the Butler building, STAT
nor partitioning address the inefficient transportation of
supplies from the to the P&P building, or the double STAT
handling of supplies.
C. Leased Space
Leasing commercial warehouse space for the s orage of
P&PD supplies would make 12,000 square feet of space
available for other pressing needs. And if it
environmentally controlled, the problems associated with
P&PD's paper, and the perishability of many, of its other
supplies, would be solved. Whether or not space which is
suitable for proper chemical storage is available has not
been determined. In any event, leased space does not offer
solutions to P&PD's transportation or materials handling
problems. Furthemore, based on recent information, it has
been estimated that the same amount of space occupied by
P&PD as at would cost $80,000 per year if leased
commercially. Tnis cost does not include the manpower
necessary to staff this space on at least an eight hour per
day basis. Taken together, space and manpower, the option
of leasing space for the storage of P&PD's supplies could
cost more than $100,000 per year.'
D. New Headquarters Building Space
In June of 1981, P&PD responded to a request from the
Assistant Executive Officer, OL'for infomation on P&PD's
space requirements relative to the construction of the new
Headquarters compound building.: The request for
information, and P&PD's response make up Attachment B to
this study. In P&PD's response, it was requested 'that
consideration be given to allocating environmentally
controlled space in the new building which is at least
equivalent in size to that currently available to us at the
depot.' If P&PD's request was honored, all of the problems
associated with the current space situatin would be solved
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with the exception that P&PD would Continue to have to
transport material from the new building to P&PD. This new
transportation effort would, however, be somewhat less
troublesome than the current one due to the close proximity
of the new building to P&PD. Although there has been no
official response to P&PD's request, informal contact with
the Deputy Chief, Building Planning Staff indicates that
P&PD's request can not be honored.
E. Excavation of P&PD Basement
A recent study of Headquarters storage alternatives
conducted by Real Estate and Construction, Logistics
Services, and Supply Divisions noted that there was a 10,500
square foot area under the smith end of the P&P building
which could be excavated to provide additional storage space
(see Attachment C). This study suggests that the excavated
space be used for general Headquarters area storage until
the new building is completed. The excavated basement would
then be turned over to P&PD. The construction cost estimate
portion of Attachment C cites $533,900 as required to
accomplish the excavation of the basement, but does not take
necessary items such as bathroom facilities, a freight
elevator, sprinkler system, chemical storage, or
environmental control into account. The Chief, Headquarters
Engineering Branch estimates that an additional $500,000 to
$700,000 would be needed to fund these items; bringing the
total cost of developing the P&PD basement area for P&PD
storage purposes to from $1,000,000 to $1,200,000. It
should be noted that this storage alternative is the only
one available which fully responds to P&PD's current
storage problems. That is to say, all of P&PD's storage
space would be temperature and humidity controlled,
chemicals could be stored safely, and except for those
supply items requiring rail delivery, P&PD would no longer
hay double handle material, or transport supplies from
the to P&PD.
IV. Summary and Conclusions
Of the four meaningful alternatives to P&PD's space
problems, only the excavation of the basement provides a total
solution. modifying the to conform to P&PD's needs
(alternative B) solves P&PD's environmental difficulties, but
does nothing to relieve the transportation and materials handling
inefficiencies. Leasing space (alternative C) would have about
the same impact as renovating the-7 And including P&PD storage
facilities in a new Headquarters compound building is, because of
the close proximity of the new building to P&PD, only a'
marginally better solution than alternatives B and C. All of the
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alternatives presented here have high costs associated with them,
or in the case of acquiring space in the new building, seem to be
infeasible.
. Recommendations
This study does not purport to be a rigorous analysis of all
possible alternatives, nor is it supported by detailed cost-
benefit analysis information. Nevertheless, it is submitted that
there is sufficient factual content upon which to base a
recommendation. The infeasibility of acquiring new building
space, and the high costs associated with the alternatives which
offer partial solutions to P&PD's space problems leave the
excavation of the P&PD basement as the only viable solution to
the problem. It is recommended therefore that the Director of
Logistics approve alternative solution E, and that the Real
Estate and Construction Division (RECD) undertake .a study that
determines definitive technical feasibility and cost parameters.
Assuming a positive RECD finding, it is recommended that Deputy
Director for Administration approval, be sought to proceed with
the construction of a suitable materials storage facility in the
P&PD basement designed to respond to the problems detailed in
this staff study.
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M ?..4.CHMENT B
-J . ,
MEMORANDUM FOR:. Assistant Executive Officer, OL
!
FROM
REFERENCE: ?
,Acting Chief. Printing and Photography Division,,
Building Requirements,
4IP
Multiple Addressee Memorandum, dated 12 June 19144:.
Prom: ABO/OL, Same Subject
. .1.. This memorandum is in responseito Your request for
information regarding this Division's-space muirements in the
new Headquarters compound building:
? 2.. Paragriph 2, subparagraphtA of reference:
No response.
.Paragraph 2, subparagraph.11 of reference:.
. The Printing and Photography Division (PPD)
currently Occupies approximately 15.000 square feet
of space in This space is used
? to store the bulk of supplies 'utilized by PPD.
? Most of the items stored at are adversely
affected by the lack, of adequate temperature and
humidity control. This lack of A controlled
? storage environment ultimately causes PPD signifi-
cant .production problems. It should be noted also
that consumable supply items must be trucked from
to PIPD on a-daily basis. This is a
costly and time-consuming procedure. In view of the
? above PPD, requests that consideration be given to
allocatinsuenvironmentally controlled space in the
new building which is at least equivalent in size
_to that Currently available to us at
Paragraph 2, subparagraph C of reference:
No reiponse.
OL 1 2519
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. C
SUBJECT: Building Requirements
???
Paragraph 2, ubpaitgraph D and E of reference:
,
',.PPD foresees no diastic increase in machine
support requirementse.or,new technology support
facilities for the new.building as wresultiaf any
PPD initiatives. It. should be noted, however,
that' the current Headquarters building's 1 '
communications grid is not capable of supporting
growing requirements. 'lit is suggested. therefore
that the comminications facility selected for the
new building have adequate potential for, expansion.
?
3. If you require additional information
ra_st_val ?44.4.
emorandum, please cell
istribution:
Original - Adse
1 - Systems Staff, PPD
/2/..:?P&PD (official)
1- P&PD (chTono)
VP&PD)
7' June 1981
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12 June 1981
?;r!lrf,t,%C
f"eg. i'lighiefiiBudgetiandfiscal,Branch,' OL
*rat ;AriChietv Records,sandServices Branch, OL
re..rut Chief Systems-Analysis Branch, OL .
?:?..1;5?Chief, Logisiics?and Procurement Law Division, OCC,
ef, Logistics Services Division, OL
Cef,. :Printings ";and ',Ph? tography.,Di vis ion, OL
ief,Procutement.
fedi, Re.all,Estatet,sand':Construction Division OL
ieSuppAr tDivi:sion;s0L
ief-, Personnel Alnd"Training 'Staff, OL
ief, Plans and Programs Staff, OL
ief, 'Procurement Management Staff, OL
lef,, Security. Staff, OL
: 1.'s?,s4,stant?txecutiv?fficer, OL
:4P.BJEPT::;tbeildinit-Reouirements
?
e,
.r".)
- 1.'?The purpose of this memorandum is to solicit requirements
froth all divisions and staffs in the Office of Logistics for a new
building on the Headquarters compound. , The earliest practicable
occupancy date for such a building would be 1986/87.
? -? ?7
2. To assist me in responding to the Building Planning
Staff, Office of Logistics, requirements, please answer the
questions listed below. In answering questions "a" and "b,"
you are to assume that all components presently occupying space in
any of the Agency's leased buildings or in the E Street complex
would move to the Headquarters compound.
a. Are there components in the buildings listed above that
could not or should not move to Headquarters? If so,
please identify the organizations.
?b.. Are there elements not covered by the planning
assumption that should move to Headquarters, e.g.,
elements at etc? If
so, please identity the organizations.
C. Provide estimates of Headquarters personnel ceilings
for 1987 and circa 2000. ? To the extent possible, ?/
indicate organizational areas of expected growth/reduction.
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