WILLIAM F. SULLIVAN NAMED PBS COMMISSIONER

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP89-00244R001002480017-4
• Release Decision: RIFPUB
• Original Classification: K
• Document Page Count: 13
• Document Creation Date: December 22, 2016
• Document Release Date: May 17, 2010
• Sequence Number: 17
• Publication Date: March 1, 1985
• Content Type: OPEN SOURCE

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OFFICE OF DESIGN AND CONSTRUCTION TECHNICAL BULLETIN
P.a.g e
Absorption Refrigeration
Machine vs. Electric
Drive Refrigeration ...... 8
Announcements .............. 1
Camouflaged Security Bar-
riers at Department of
State .................... 2
Pentagon Walkbridge ........ 6
Power Problems Cause
Computer Problems ........ 7
To BTU or Not to BTU? ...... 10
U.S. Custom House and Post
Office, St. Louis ........ 3
U.S.-U.S.S.R. Cooperative
Agreement on Building
D&C Technology ........... 11
-#-Value Engineering .......... 12
WILLIAM F. SULLIVAN
...OP NAMED PBS COMMISSIONER
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THIRD ANNIVERSARY ISSUE
SPRING 1985
J
Since 1981, he managed the veterans
Administration's $940 million con-
struction program and $2 billion
procurement system which included
the agency's space, furnishings,
supplies and printing requirements.
Prior to joining the Federal work
force, Mr. Sullivan served as
Manager of Government Affairs for
the American Hoechst Corporation in
New Jersey, and Director of Govern-
ment Relations for Hauck & Associ-
ates in Washington, D.C.
000.**'
Sullivan attended the Univer-
sity of Maine, and was graduated
from the University of Michigan
summa cum laude with a bachelor's
degree in political science and
international relations. He re-
ceived a doctor of law degree f rom
The George Washington University
Law School in Washington, D.C., and
is a member of the District of
Columbia Bar Association.
***********************************
William F. Sullivan has been named
Public Buildings Service Commis-
sioner effective February 17, 1985.
Prior to his appointment with PBS,
Mr. Sullivan served as Associate
Deputy Administrator for Logistics
the Veterans Administration.
The Hi-Tech training courses men-
tioned in the last issue of Dimen-
sions are being rescheduled. If
possible, the Office of Design and
Construction will conduct the
series of overview-workshops some
time this summer. We will keep you
advised when firm course dates can
be set up. Sorry about that!
If you have questions and/or agenda
items you would like presented,
please call David Eakin on FTS 566-
.1726, or Dwain Warne on FTS 566-
1770 (PCP).
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CAMOUFLAGED SECURITY BARRIERS
AT THE DEPARTMENT OF STATE
Due to significant increases in
acts of terrorism on buildings and
structures around the world, the
Department of State recognized that
their main building in Washington,
D.C. was a prime target for
possible terrorist attacks.
Therefore, the Department
immediately installed concrete road
barriers, typically referred to as
"Jersey" barriers, in front of the
main entrances of the Department of
State Building. This was to
discourage terrorists from
attempting to crash vehicles
through the vulnerable glass
entrances. Although the barriers
may be effective, their obvious
purpose was felt by the Department
to pose a challenge to terrorist
groups. They also depicted an
undesirable siege mentality, as
well as causing a source of
administrative embarrassment.
Subsequently, the Department asked
the GSA's National Capital Region
to place the highest priority on
alleviating this situation. They
requested that permanent security
barriers be designed and
constructed in order to effectively
take the place of the temporary
"Jersey" barriers and be more
aesthetically pleasing.
After the objective and specific
requirements were prescribed by the
Department, other subsidiary design
goals were established in order to
provide for a totally successful
solution. These included such
goals as compliance with firesafety
egress requirements, and
maintaining direct and convenient
pedestrian circulation patterns
around the barriers to complement
the building's architectural design
and to enhance the formality and
appearance of the entrances. The
architect also strived to provide
solution that was not obvious as tc
its purpose, and to make any
additions look as though they were
part of the building's original
design.
In consideration of the objectives
and established goals of the
architect, the final design
solution varied for each entrance
and the corners of the building.
For instance, large granite-faced
planters followed the curving drive
at the main diplomatic entrance,
emphasizing its formality and grand
approach. At a heavily used
employee bus stop entrance, custom
designed bench units were used as
barriers. The original 21st Street
entrance was drastically altered by
extending the entrance platform
with terraced planter walls,
granite-faced bollards, and a
limestone-clad canopy, all of which
provided disguised protection and a
more impressive entrance. Careful
attention was also given to
maintaining convenient circulation,
matching of existing materials and
details, and conformance with
surrounding site elements in the
massing and scale of the new
structures.
The designs were closely
coordinated and favorably received
by the Fine Arts Commission,
National Capital Planning
Commission, and the Department of
State. The. project was designed in
its entirety by GSA in-house
architects and engineers, with an
estimated construction cost of
$1,300,000.
For further information, contact
Frank Miles (WPCPA), FTS 472-4590.
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CUSTOM HOUSE AND POST OFFICE
U.S.
ST. LOUIS, MISSOURI
The Federal Government building
commonly known as the Old Post
Office, but more properly titled
the U.S. Custom House and Post
Office, in downtown St. Louis, is a
National Historic Landmark, one of
only some two dozen structures in
the inventory of the Public
Buildings Service (PBS) with that
status. Since many of the PBS
National Historic Landmark
structures received their status
because they happen to be within
National Historic Landmark
Districts, the significance of the
relative few that achieved such
status strictly on their own merits
must be seen as something extra
special.
The Old Post Office is a survivor
building. Its most dramatic
success in that regard was its
escape in the 1960's from the
threat of the wrecker's ball. As a
result of national legislation in
the late 1960's and heightened
public sensitivity in the 1970's to
the worthy purpose of historic
preservation, the venerable edifice
gained a new lease on life. But
preceding that brush with disaster,
there was a long history of
retention and salvage resulting in
the continued use and availability
of the original fabric of the
structure--even though significant
elements had been somewhat altered
or obscured. Fortunately, those
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modifications did not preclude the
dedicated restoration program that
recaptured much of the original
architecture and ambience.
The historical and architectural
importance of this building has
been researched and documented on
numerous occasions, particularly in
the past decade during its rehabil-
itation. The building was the
subject of Historic Structure
Reports prepared in 1976 (Orin
Bullock) and 1979 (James Marston
Fitch), in addition to articles in
various publications, a GSA
Environmental Impact Statement
(1977), and a National Register
Nomination prepared by the
National Park Service (1970).
The Old Post office was designed by
Alfred B. Mullett (1834-1890) in
1872. Construction began in 1873
and finished in 1884. Mullett,
whose only other major monument
still standing is the Old Executive
Office Building in Washington,
D.C., resigned as Supervising
Architect of the Treasury in 1874.
He was succeeded by William C.
Potter who did little, if anything,
to alter Mullett's design, and who
resigned in mid-1876. The next
Supervising Architect, James G.
Hill (1879), had worked under both
Mullett and Potter. Hill stayed in
that post almost to the end of
1883, in effect seeing the job to
completion.
The Old Post Office is a landmark
and a monument, but it has been
many buildings in the century of
its existence--customhouse, court-
house, post office, Government
offices, public service facilities
(tax and recruiting offices),
subtreasury, and congressional
offices. In recent decades, it
assumed the roles of tourist infor-
mation center and commercial
complex for retail sales, dining
and entertainment. In the 1960's-
1970, during a time when th
Federal Government promoted it.
disposal as excess property,
proposals were made to use it as a
"people center," incorporating a
luxury hotel of 100 guest suites
with "a variety of ten-
ants... selected for a complementary
mixture of size and type of
enterprise. A. partial list of
appropriate commercial activities
includes gourmet food and wines,
gentleman's saloon, leather fash-
ions, oriental imports, Dixieland
jazz, old fashioned bakery,
Bavarian pretzel shop and old-
fashioned ice cream parlor, Chinese
restaurant, toy shop, bookstore,
wine garden, French restaurant, art
gallery, pub, tobacconist, night-
club, antiques shop, silversmith,
florist, coffee house, South
American crafts gallery, interna-
tional restaurant, pottery shop,
and old-time soda fountain."
Mullet was responsible for severa-
Federal Government buildings de-
signed in the highly plastic French
Second Empire style. They were
large, ornate, and a definite
change from the typical Classical
Government buildings with their
sloping mansards, projecting pavil-
ions, and elaborate surface detail,
including sculpture in the round.
By the late 1930's, most of them
had disappeared, leaving only the
St. Louis Old Post Office and the
Washington Old Executive Office
Building. The latter was completed
in 1887 and, as the largest of all
Mullett's buildings, ' housed the
central offices of the State, War
and Navy Departments.
The Old Post Office occupies the
block bounded by Eighth (east),
Locust (north), Ninth (west), and
Olive (south) Streets in St. Louis.
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The site is almost entirely covered
by the building, and a deep moat (8
set wide and 29 feet deep)
urrounds the building. It is a
four-storied granite building with
a slate-covered, steep-sided
mansard dome springing from a
rectangular base atop the
projecting central pavilion of the
south facade. The dome, lacking an
ornamental belvedere and elaborate
cupola which were removed in 1925,
now reaches a height of 125 feet.
The eminent American sculptor,
Daniel Chester French (1850-1931),
had as his first major commission
the sculpture group "Peace and
Vigilance"--two semi-reclining
female figures and a spread-winged
eagle carved in marble--which is
located at the base of the dome.
French, the son of the Assistant
Secretary of the Treasury, received
the commission in 1876, and the
sculpture was completed in 1882.
A central cortile (approximately 75
feet square) was originally shel-
tered by a skylight at the main
roof level. It was eventually
replaced by one at the second floor
level. The recent rehabilitation
replaced that skylight with a new
one back at the main roof level.
In addition to the four stories,
the building has an attic, a base-
ment, and a subbasement. The
building, approximately 180 feet
by 235 feet, is surrounded by a
deep 29-foot areaway. There is a
tunnel along Eighth Street, flank-
ing the east side of the building
which, when it was built (1873),
served for direct mail delivery and
shipment, but now is used only by
freight trains bypassing the build-
ing on their way to and from Eads
Bridge.
The spacious, elaborate interiors
were adapted, modified and
compromised over the years to the
point where their features were
obscured or, through neglect, just
lost their architectural impact.
Major remodelings diminished the
grand effect of the public spaces,
primarily fronting on Olive Street.
Postal services in the building
also diminished until, finally in
mid-1975, they ceased with the
departure of a postal substation.
The high-ceilinged, high-styled
courtrooms were subdivided hori-
zontally and vertically to accommo-
date offices and utility spaces,
particularly in the 1920's and
1930's--yet, by the mid-1930's all
court functions were out of the
building.
On the positive side, much of the
original architecture, appur-
tenances and ornament remained
intact. Even elements of the
original heating, ventilating,
lighting, transportation and
plumbing systems--although super-
seded by later technology--remained
operable at the time of the reha-
bilitation. This fortunate
situation obviated the need for
"restoration" at the time of the
rehabilitation. Many components
could be retained, refurbished and
reused, something that might have
been impossible technically or
economically had they not remained
available and in place.
Full occupancy of the Old Post
Office ended in 1961 (as noted,
postal service remained, decreasing
until it ceased in 1975). In the
early 1960's, there were serious
intentions to obliterate the old
structure and rebuild on the site.
The National Park Service certified
the architectural/historical
importance of the Old Post Office,
effectively blocking the progress
of that project. Following
nomination of the building to the
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National Register of Historic
Places and its achievement of
National Historic Landmark status,
it became the subject of proposals
for adaptive reuse. A 1974
revitalization plan for downtown
St. Louis encouraged a wide range
of commercial uses for the Old Post
Office, some of which are noted
above. The 1976 Public Buildings
Cooperative Use Act provided a
special incentive to make avail-
able some space for commercial,
cultural, educational or recrea-
tional outleasing. Accordingly,
the rehabilitation plan developed
in 1974 did make such provision,
particularly for commercial activ-
ities in the lower levels, similar
to the well-publicized "Pavilion"
at the Washington Old Post Office.
Now the rehabilitated building pro-
vides office space for several
Executive agencies and members of
the Missouri congressional delega-
tion. The Postal Service is an
occupant once again, although it
occupies little more than 1 per-
cent of the total space. The
ground floor, basement and subbase-
ment of the Old Post office recent-
ly were leased for development as a
"cooperative use" retail sales and
fast-foods center. The salvage,
rehabilitation and reuse of this
last remaining example of an out-
standing type of public architec-
ture represents a direction the
Public Building Service may
increasingly follow in the future.
This project has set a high stan-
dard that should now be the basis
for all future historic restora-
tion projects.
The St. Louis Old Post Office is
the subject of a post-occupancy
evaluation currently under
preparation by an inter-
disciplinary PBS team out of the
Central Office and Region 6.
Its findings and recommendations
will be available in several weeks.
For further information, contac
Walter Roth, PCPC, on FTS 566-0987.
The Pentagon Walkbridge connects
the Pentagon Building, the Pentagon
Officers' Athletic Club, and the
North Parking Lot. It serves as an
overpass to Virginia State Highway
Route 110 and uses four
intermediate spans. The length and
width of the bridge are 160 feet
and 35 feet, respectively.
Originally designed in 1942 for HS-
20 truck loading, it is constructed
of reinforced concrete with
variable depth T-beams.
In 1981, it was observed that the
bridge superstructure was in an
advanced state of deterioration due
to the penetration of water an(
chloride into the bridge deck. As
a result, the Design and Construc-
tion Division of the National
Capital Region initiated the design
process for bridge repairs.
Concrete testing was conducted to
confirm the advanced state of
fabric deterioration and the extent
of repairs needed to restore the
bridge. It was determined that
complete replacement of the
superstructure was needed.
The original architectural char-
acter of the bridge could not be
altered because of aesthetic and
historic preservation reasons.
Construction space was limited for
the installation of shoring and
bracing because of restrictions
imposed by the Virginia Department
of Highways and Transportation to
keep the highway operational during
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construction. The approach to the
bridge at each end had to be kept
,en, and a temporary wood walk had
be provided for the use of
Pentagon employees during the
construction phase. Epoxy-coated
reinforcing bars and high strength
air-entrained concrete were used in
the superstructure design. This
technique provided better protec-
tion of the bridge superstructure
against deterioration due to
weather and deicing agents.
The bridge superstructure was
designed by a National Capital
Region Structural Engineer using
the Federal Highway Administration
Computer Program. Construction
cost for the project was $660,000.
For further information, call Frank
Miles (WPCPA) on FTS 472-4590.
POWER PROBLEMS
CAUSE
COMPUTER PROBLEMS
Computer problems are often blamed
on computer operators/personnel,
or the equipment. Unsuitable power
often causes data processing er-
rors, computer program wipe-out,
false readings, erratic operation,
false alarms, and/or system damage.
Blackouts, brownouts (planned
reductions in power), voltage sags
and surges, and power line noise
transient all decrease reliability
and quality of commercial power.
Computer Systems are Vulnerable
Computers are designed to operate
from a clean, constant supply of AC
power. AC power must be kept
within manufacturer-specified tol-
erances in order for sensitive
equipment to operate properly and
safely. Power line disturbances
cause variations outside the speci-
fied tolerance of data processing
equipment.
Computer sites are constantly
subjected to power disturbances
that can interfere with normal
computer operations. Two types of
power disturbances are responsible
for 99.5 percent of all power-
related computer problems. They
are:
Power Line Noise
Power line noise is similar to
static on a radio broadcast, except
that in a computer environment it
is more than just an annoyance.
Power line noise can be misread as
significant data by a computer,
causing untraceable data entry.
Both of the following types of
noise can cause wipe-outs, false
readings, and system damage.
Ringing transients caused by
workload switching and the switch-
ing of power-factor correction
capacitors, and
. Voltage spikes caused by light-
ning and by the operation of heavy
equipment (e.g., motors, elevators,
and air-conditioners).
~k
Voltage Fluctuations
Fluctuating voltage is a common
phenomenon that can cause lights to
momentarily dim or cause fuses to
blow. Fluctuating voltage also
creates serious operational prob-
lems for sensitive electronic
equipment. When voltage is too
high, equipment damage may occur;
when it is too low, a computer may
lose significant portions of its
data and may function improperly.
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These malfunctions can result in
unprogramed data changes and errors
in logic and memory. Sources of
voltage fluctuations include:
. Overload of the utility system,
Overload of the user's powe-
distribution system, and
Transmission line voltage drops
between the utility substation and
the user's service entrance caused
by normal transmission line imped-
ances,
Intra-building voltage drops
between the service entrance and
the point of use, resulting from
normal impedances found in cables,
connectors, and fuses,
Brownouts which are initiated by
the utilities during periods of
peak usage (in severe cases, a 10
percent reduction in voltage may
occur), and
Voltage sags and surges caused
by faults on the power line, by the
resultant actions of fault-clearing
devices, by heavy loads on the
power line (e.g., machine start-
up), and by the slow reaction time
of utility regulating equipment.
It is important to note that due to
the common occurrence of voltage
fluctuations, AC voltage may drop
as much as 12 percent below nominal
by the time it reaches user
equipment. Since most sensitive
electronic equipment is designed to
operate within a tolerance band of
only +/- 10 percent of nominal,
these voltage drops may cause
serious equipment problems even
under normal conditions.
Power Outages
The incidence of power outages
(blackouts) is increasing as the
demand for electrical power in-
creases. The most common causes
are:
. Damage to the utility system.
Power outages can ruin computer
programs, creating the need for
expensive, and time-consuming
reprograming.
Solutions
The sensitive computer-based equip-
ment must be protected against all
types of power disturbances. An
interface is required between the
incoming line and the user's
sensitive equipment to prevent the
power line disturbances. Such
equipment may be noise suppressing
isolators, voltage regulators, or a
combination of both isolators and
regulators, uninterruptible power
systems.
For further information, contact
Vinod Wadhwa, P.E., Electrica:
Engineer, on FTS 566-0791.
ABSORPTION REFRIGERATION MACHINE
VS.
ELECTRIC-DRIVE REFRIGERATION
MACHINE
Many projects are designed with
selection of equipment being done
on the basis of custom in an area.
This is particularly true of repair
and alteration projects where the
tendency is to replace existing
equipment in kind, no matter when
it was originally selected. It is
recommended that a very rigorous
economic analysis be performed any
time an absorption machine is
proposed as a new or replacement
selection.
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Absorption machines have been in
use for 25 years and are still in
se in numerous GSA buildings. In
.ie early 1960's, in some locations
steam was available at throwaway
prices since it was a byproduct of
a process. So, rather than waste
it, steam was used for refrigera-
tion. The steam was cost effective
and energy efficient.
For the past 10 years, the
availability of steam at a lower
price has been very limited. In
major metropolitan areas, prices
have risen to $15 to $20 per 1000
pounds. In areas where steam is
produced from natural gas or fuel
oil, the prices are even higher.
The cost of energy--electric, gas,
oil, and central steam--has in-
creased considerably. This pro-
vides a challenge for analysis in
proper selection of a refrig-
eration machine to be used in an
existing and/or a new building.
'ollowing is an analysis of the
efficiency of an absorption machine
and an electric machine:
Absorption Machine
Generally, there are three types of
absorption machines available from
standard manufacturers:
- Single stage,
- Double stage, and
- High-performance type.
Usually these machines require from
12 to 20 pounds of steam per ton of
refrigeration, i.e., 12,000 to
20,000 Btu's of energy to produce
one ton of cooling. Fuel costs can
be evaluated as follows: Fuel Oil
No. 2 at $1.10 per gallon provides
approximately 140,000 Btu's.
Normally the boiler efficiency is
about 75 percent. Energy cost to
produce one ton of cooling ranges
from 12 to 20 cents. Costs are
similar if natural gas is utilized.
Electric Driven Refrigeration
Machine
Four types of machines are commonly
available:
- Reciprocating type,
- Centrifugal-open,
- Centrifugal-closed, and
- Screw type.
Generally the energy usage for
these machines is from 0.6 kw to
0.9 kw per ton of refrigeration.
The price for energy costs may vary
from $.03 to $.08 per kw, meaning
the cost per ton of refrigeration
is from 1.8 to 6.4 cents. This
does not include the demand charge.
In some areas, the demand may be as
/high as $30 per kw per month, which
V can be offset by providing storage.
It should also be noted that
absorption machines require a
higher volume of condenser water,
more pumping energy, a larger
cooling tower, and the normal
operation of the machine has to be
continuous. Electric machines are
easier to operate, maintain, and
can be started instantly.
The initial cost of an absorption
machine is substantially higher
than electric. It requires more
space, more controls, and in some
instances an added boiler.
From the above analysis, it is
recommended that in all new or
repair and alteration projects,
electric machines be analyzed.
Most probably, they will be more
efficient.
For additional information, contact
Vijay Gupta (PCP) on FTS 566-0628.
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THAT IS THE QUESTION
There is apparently some confusion
as to the nature of current energy
program policies. Stop referring
to the 55,000 BTU/GSA boundary
energy goal as the performance
feature of the GSA energy program!
The 55,000 BTU/GSF goal is no
longer applied to new construction,
nor is the 75,000 BTU/GSF goal to
be applied to existing buildings.
These previous performance goals
were applied between 1974 and 1979
as a means of instilling a measure
of energy consciousness in major
construction projects. They were
universal in application, presuming
that all building space operated to
a set of generic conditions. The
goals did not allow for non-office
operations, such as computer space,
cafeteria operations, site light-
ing, joint-use areas, and extended
hour occupancies. It was never
intended, nor could it be adapted,
to predict actual building energy
performance. It had to go!
In 1979, the Office of Design and
Construction (ODC) initiated a
policy to apply project specific
overall building energy goals in an
attempt to correct the previous
deficiencies by accounting for all
space types and their proportioned
energy impact on the building.
Energy goals were also more sensi-
tive to innovations which had taken
place over preceding years of the
energy program. As a result,
buildings were targeted with bound-
ary annual goals ranging between
25,000 BTU/GSF and 88,000 BTU/GSF,
with most generic office space
placed between 32,000 and 35,000
BTU/GSF. Although the generally
lower performance numbers caused
increased emphasis on energy
program needs, there were still
administrative and technica3
problems in dealing with require-
ments for computer verification of
attainment.
Since 1981, ODC has favored the use
of INDIVIDUAL SYSTEM PERFORMANCE
CRITERIA. Now, each building
system receives energy performance
criteria, typically based upon peak
load usage, or a prescriptive
feature statement. Hence, lighting
systems call for rated illuminance
levels at a specific watt/square
foot value; refrigeration equipment
is limited based upon peak load
KW/ton, or EER values; boilers are
specified in terms of peak load
efficiency; and building automation
systems are simply required.
Although presently incomplete,
these system performance criteria
are being placed in the GSA
Handbook, "Quality Standards for
Design and Construction," PBS P
3430.1. Such system criteria have
also been used in design programing
directives where performance
criteria were not available in the
design handbook.
System performance criteria are
easier to verify by GSA design
staff as complicated computer
verification is no longer needed.
It is also better suited to smaller
repair and alteration projects
which could not practically support
the rigor of computer verification.
So when asked about GSA's energy
conservation design criteria, don't
refer to overall building
performance goals--relate to
individual building system
criteria!
For further information, call David
Eakin (PCP) on FTS 566-1726.
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U.S.-U.S.S.R. AGREEMENT
ON
BUILDING DESIGN AND CONSTRUCTION
TECHNOLOGY
Since June 28, 1974, the Department
of Housing and Urban Development
(DHUD) has been the U.S. Executive
agency for a Cooperative Agreement
on Housing and Other Construction
with the Soviet Union. One of the
working groups named in the agree-
ment is Building Design and Con-
struction Management to which the
General Services Administration
(GSA) is the lead agency. Coopera-
tive activities between the two
Governments included visits from
technical experts from both sides
to study and share technology on
programs that include norms, stan-
dards and measures of testing
construction, a glossary of design
and construction terms, technology
of design, energy conservation,
adaptive reuse and restoration, and
construction management. After the
Soviet invasion of Afghanistan in
December 1979, relations deterio-
rated and activities were reduced
to an occasional correspondence
exchange.
Following the President's speech in
June 1984, which encourages efforts
to renew mutually beneficial pro-
gram activities with the Soviet
Government, the GSA was contacted
by the DHUD in an effort to deter-
mine whether it was prepared to
resume its former responsibilities.
In December 1984, the Acting Admin-
istrator replied in the affirmative
to Ambassador T. Britton, Assistant
to the Secretary for International
Affairs, naming Mr. William Lawson,
Assistant Commissioner for Design
and Construction, as the GSA repre-
sentative for the working group.
Mr. Lawson met with Ambassador
Britton on January 9, 1985, and
submitted an outline of potential
program areas for joint participa-
tion in the U.S.-U.S.S.R. working
group.
Ambassador Britton will meet with
the Soviets in Moscow during 1985
to discuss and establish a working
agenda for resumption of the Coop-
erative Agreement. Mr. Lawson was
requested by the Ambassador to be a
part of that visiting delegation.
The potential for mutual benefit
exists through an exchange of tech-
nical information pertinent to our
respective building programs.
With our involvement in the Voca-
tional Training Program for Saudi
Arabia, Technical Advisory Programs
in Kuwait, a reinstitution of the
U.S.-U.S.S.R. protocol agreement,
and a budding similar agreement
with the Peoples Republic of China,
GSA/PBS is becoming an interna-
ional design and construction
influence. We must be doing
something right!!!!!
For further information, contact
Bernard Adamec (PCP) on FTS 566-
1771.
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4 VALUE ENGINEERING
(An Expression of Opinion
by Dale Daucher)
Value Engineering (VE) or Value
Management, whichever you prefer to
call it, has come to mean many
things since its inception in PBS
in the early 1970's.
Formally, VE is defined in GSA
Order ADM 8030.1 dated September
29, 1983, as "A systematic effort
directed at analyzing the function
of goods and services to achieve
user required functions at the
lowest life cycle cost without
sacrifice of quality."
Informally, VE has come to be known
as:
. A cheaper way to do the job;
. An opportunity for an architect-
engineer (A-E) to get paid for what
he/she should be doing anyway;
A Central Office (CO) program
imposed without providing regional
resources;
Don Parker's program; and
Something we do all the time,
but don't call it that.
To understand why VE has an image
problem, let's look at
each
of the
perceptions expressed
and
try to
understand where they
came
from,
and possibly what can
be done to
correct them.
. VE, if confused with cost cut-
ting, can result in increasing life
cycle cost by substituting materi-
als that are inferior in quality or
aesthetically poor in appearance.
VE, if properly applied, questions
the necessity of the function
performed--not the cost of the item
serving the function. For
example, while a cost reduction
approach would look to buying a
cheaper lockset for a door, VE
would look to eliminating the
lockset and installing a pushplate.
VE eliminates unwanted functions
and reduces first costs and
maintenance costs.
The view that paying an A-E to
do VE is unnecessary was expressed
by Mike Marschall when he was Com-
missioner of PBS in 1980. And when
a Commissioner holds such an opin-
ion, it becomes policy. What
Admiral Marschall refused to under-
stand was that the A-E is not
required to optimize his design by
studying alternatives--he is re-
quired to present acceptable solu-
tions that meet our criteria within
the time provided, and in addition,
make Profit. Some A-E's have
learned that challenging criteria
can lead to lost time and lost
profit. VE affords the time and
fee to challenge everything and,
most importantly, affords an inter-
disciplined examination of systems
and materials with the purpose of
maximizing the quality of the
design and minimizing life cycle
costs.
The imposed program without
resources is a valid and unfortu-
nate outcome of how VE has been
implemented in PBS. If we want to
pursue VE, we will need to supply
B/A 90 funds for its accom-
plishment. One-half percent of the
estimated construction cost of each
prospectus project identified for
VE analysis has been suggested.
When an individual, Don Parker
in the case of VE, has as his
primary responsibility to make a
program successful, PBS runs the
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risk of identifying with the
personality and not with the
-ogram. It's reasonable to
include that VE would not have
been such a demonstrated success as
it was without Don Parker.
However, for a program that
identifies and eliminates
unnecessary costs, it needs to be
self-reinforcing by individual
successes at the grassroots level--
not an individual at the
headquarters' level.
. Last, but not least, the notion
that we are always looking to
reduce unnecessary costs means we
are doing VE, but not identifying
it as such. Here we are dealing
with a matter of education. VE,
like other engineering disciplines,
needs to be taught by a competent,
qualified instructor so we know
what VE is and what it isn't.
are invited to comment and to make
suggestions concerning regional and
CO roles in revitalizing VE in
design and construction.
If you would like to comment on the
above, call or write Dale E.
Daucher, P.E., VE Coordinator,
Office of Design and Construction
(PCP) on FTS 566-1997.
4q4 GENERAL
SERVICES
I,\ A
DMINISTRATION
You may be asking "What is the
Point?". The point is that VE in
lesign and construction can be
krofessionally rewarding and a cost
effective problem-solving tech-
nique. This office is revising our
VE policy to change the emphasis
from a CO perspective to a grass-
roots, regional perspective. What
this office perceives as the CO
role is:
Establish a VE policy;
Provide and fund VE training;
Fund for VE in B/A 90;
Advise on the selection of VE
consultants; and
Collect program results and
prepare annual reports.
The new regional role has yet to be
defined. As participating archi-
tects, engineers, and managers, you
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