ORGANIZATIONAL LOCATIONS

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP78-04787A000100040008-4
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 17
• Document Creation Date: December 12, 2016
• Document Release Date: January 23, 2002
• Sequence Number: 8
• Publication Date: July 22, 1966
• Content Type: REPORT

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DRAFT:,
22 July 1966
ORGANIZATIONAL LOCATIONS
SECTION I:
1. The objective is to achieve an optimum location pattern for the
Agency components assigned to the Langley complex. The process
entails an evaluation of the relative impact of the following factors:
a. Functional and budgetary program orientation
b. Organizational integrity
c. Physical security
d. Employment of information processing techniques
!e. Engineering features of existing and proposed structures
v' f. Cost and timing appreciation
g. Space requirements and the space stability of individual
components or combinations of components.
2. No single factor can be represented as exclusively governing in
the determination of which activities are to be located where. Consequently,
three general assumptions were made solely to delineate and to contrast
the outcomes of possible courses of action. The first thesis is that an
,appreciation of initial and future costs will influence the selection or
rejection of an organizational make-up of a building. Secondly, that the
c;. vYrvcuB Cf' ct~- y~ (cA
G-/locations of special purpose activities will largely-e-lir:rie rt
ql the balance of the activities. Finally, that increasingly sophisticated,
25X1A
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SECS
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information processing systems will tend to d egrade reliance upon
face-to-face communication, interfacing of hard copy and individuals, and,
certain types of physical security. measures.
3. The approach to determining organizational locations in the Langley
complex was to resolve initially the possible candidates for the Langley
building. The building consists basically of office space, but the basement
through the first floor (including RID and library stocks) is essentially
special purpose space or is relatively adaptible to the use of special
purpose activities. The large amount of special purpose space enables
the building to be employed for compromise solutions. It is worthwhile
to note that compromise is inevitable in a distribution of organizational
units among two or more buildings. Given the Langley building
configuration, it was not found possible to maintain organizational integrities,
functional or program affinities or to apply without exception even more
general deterministic parameters to achieve desirable location patterns
among the buildings. Neither should one overlook that relatively heavy
expenditures will have been incurred by 1972-75 in the form of alt natives
to Langley building special purpose space to accommodate equipment
replacement, additional new equipment, an increased variety and volume
of workload, and the probability of shielding requirements and heavier
utility loads. Further, one is confronted with the probability that
200, 000 - 250, 000 additional square feet will have been relocated from
the Langley building by 1972-75. The effect of these and other considerations
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will become more significant as one reviews the basic alternatives set
forth in Section II.
SECTION II:
1. The first group of alternative organizational combinations for
the Langley building emphasizes economy. The concept is to delimit
the amount of physical relocation into and out of the Langley building.
To illustrate, the amount of space disprlacement needed to compensate
for expansion of the activities remaining in or otherwise assigned to
the building is about 350, 000 square feet. The more closely this figure
can be approximated, the less relocation activity is required. A sub-
ordinate, but none-the-less important, thesis from the economy view
point is that major special purpose activities now in the Langley building
are left in place and will expand in place. This avoids relatively extensive
alterations to re-convert the space for office use and lessens the amount
of specialized new construction. Instances of special purpose activity
relocation are shown in Groups II and III. Each of the sets of Group I
are arranged in order of ascending amounts of relocation activity and
are analyzed separately:
Group I
et''l
1. Description: Major special purpose activities are left in place,
dislocating about 75% of DD/S and 65% of DD/S&T while also excluding
98% of the activities now outside the Langley building. DD/S functions
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remaining in the building consist of special purpose elements plus
building maintenance and employee benefit activities.
2. Disadvantages:
a. Disrupts functional and program affinity and organizational
25X1A integrity by separating TSD,
OCS and elements of theSTATSPEC
IG, OCR, OBI, and DDS from their parent units.
b. Shifts the Directors of DD/S and the DD/S&T fi m the 7th
floor to outside space.
c. Medical is disassociated from balance of personnel pro-
cessing activities.
3. Advantages:
a. Directorate command lines generally maintained
b. Organizational integrity maintained essentially as it now
exists except that OCS is separated from DD/S&T and that medical
and signal center are disassociated from their parent units, which
move outside.
c. Security requirements should induce no significant changes
excepting shiedlUing needs.
d. All personnel processing activities can be located together
except medical
e. All major special purpose activities now in Langley remain
together with about 60, 000 4 available for expansion.
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f. Integrates medical activity
Enables integration of 78% of DD/S, separating only
medical and signal center from parent units.
h. Outside elements combine relatively easily as candidates
for one or more buildings.
i. Close to maximum economy for costs of relocation, new
construction and alteration.
4. Summary:
a. Adjustments may be made to the basic pattern without
dislocating a major special purpose activity, but tthese would be of
relatively minor significance. The Office of the DD/S could be left in
Langley and similarly the immddiate office of the DD/S&T. This would,
however, necessitate dislocation of DD/2 or other DD/I units. With the
exception of DD/S special purpose space, no reduction of other DD/S
units in the Langley building would provide sufficient space for the
change.
b. There are two major disadvantages to this alternative
in that medical is separated from other personnel processing activities
and that the OBI production activity remains apart from all other production
activities. In terms of the assignment of outside activities to two buildings,
the grouping relatively easily divides into DD/S activities VS all others.
The major advantages a.re. that minimum separation of functions and
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programs and program affinities occurs and that organizational integrity
is essentially maintained.
c. The total amount of relocation activity for the Langley
building is 377, 000 vs. the 350, 000 ( ] minimum required.
SET *2` (Group I) 77
1. Description: Major special purpose activities left in place)
vAsW
displacing about 31% of DD/S and 85% of DD/I while maintaining location
status quo of the other Directorates.. DD/S relocation from building
consists primarily of Logistics and Security with all outside medical
elements moving into the building. The DD/I retains in the building only
the operations center, watch office, VN project, the library and sto.cks~
he Liaison Staff and an element of Graphics.
2. Disadvantages:
a. Disrupts functional and organizational integrities by
separating from the parent units elements of each of the Directorates.
b. Isolates intelligence production elements of DD/I from ONE
and other Agency production activities.
c. Places majority of personnel processing services in same
building as majority of info collection, analysis and processing activities
while separating the training activity from all other personnel processing
functions.
d. Shifts the Directors of DD/S and DD/I from 7th floor to
outside location.
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e. Divides the DD/13 into substantially unmanageable segments.
f. Outside elements (DDI, DDS, TSD and ORD) do not coalesce
functionally for one or two buildings.
3. Advantages:
No real advantages.
4. Evaluation:
Although economy of relocation is maintained, the disadvantages of
separating DD/I production elements from ONE and other production activities
plus the gross cleavage of DD/S appear to outweigh economy. It is possible
to vary this approach by retaining all the productive elements of DD/I in the
building. This, however, is accounted for by set #3.
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SET #3.
1. Description: Major special purpose activities left in place while
displacing 62% of DD/S, 35% of DD/S&T and 38% of DD/I. The DD/S activities
retained are special purpose plus building and employee support; outside
medical units are brought in. For the DD/I, all remain in place except the
balance of OCR over and above the Library, Liaison Staff and Graphics elements.
DD/S&T production units and OCS remain.
2. Disadvantages:
a. Integrities of Directorates somewhat violated
b. Reference elements of DD/I separated from production elements
c. DD/S&T broken into two large segments
d. Medical is separated from personnel processing units
e. Director of DD/S shifted to outside.
3. Advantages:
a. Production elements in one building along with majority of
collection processing and analysis.
b. 78% of DD/S elements could be located in one building.
c. Directorate command lines generally maintained.
d. Special purpose activities remain in Langley
e. Productive elements of DD/I integrated.
f. Outside elements break into reasonable patterns for one or
more buildings.
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80,000
4. Summary:
a. Adjustments to this basic pattern could be made, but if special
purpose space is kept intact, any adjustment would involve rearrangement of
DD/I and DD/S&T space between Langley and outside buildings. Relatively
little of DD/S can be switched.
b. The major disadvantages would be the division of DD/S&T and the
separation of medical from other personnel processing activities. The
advantages are that the primary intelligence collection paralysis and production
elements combine in Langley.
c. Elements remaining outside the building do not integrate as easily
for one or more buildings due to the nature of the DD/S&T activities.
2. The second grouping of alternative combinations, although recognizing
economy, stresses the relocation of special purpose activities now in the Langley
building. The concept is to vary the types of special purpose activities to be
relocated and show the effects upon the balance of Agency relocation. A
secondary emphasis has been placed upon the employment of electronic
mechanization techniques as a tool to meet, at least partially, some of the
communications problems engendered through centralization of special purpose
activities at a location different than that of the clients. To illustrate, the
centralization of major reference and/or filing activities is now a much more
,.reasonable concept than 15 years ago due to revolutionary strides in tools and
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g. Fair economy realized, exceeding the minimum by about
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techniques. As in Group I, each of the sets are listed in an order of ascending
relocation activity.
GROUP II, SET1
1. Description: Special purpose activities are retained except for
telephone Branch and medical. Total b-&4' ng displacements are about 78% of
DD/S and 74% of DD/S&T. Balance of DD/S activities in the building are
special purpose plus employee and building support. Only OCS of DD/S&T activities
remains. All Production elements of DD/I are moved into building.
2. Disadvantages:
a. Construction of about 40, 000 of additional specialized space
and possible re-routing of telephone trunk lines.
b. Separation of DD/S&T from other collection analysis and pro-
duction activities and from the DCI.
c. Separation of DD/S from DCI and others.
d. Twenty-one percent of DD/I space remains outside.
3. Advantages:
a. DD/S essentially integrated.
b. Medical displacement enables integration with personnel processing
activities.
c. Within 10 years telephone branch should require new equipment
which must be in-place and operating at time of switch-over from old equipment.
d. DD/I integrated except for Map Library, TATSPEC
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e. DD/S&T is integrated except for OCS.
f. Elements remaining outside the building combine or separate easily
to adapt to any number and type of new construction.
g. The pattern essentially combines activities in a reasonable
arrangement at mininal relocation activity.
4. Summary:
a. No significant adjustment can be made to this basic theme without
relocating additional special purpose activities or without rearranging DD/I
and/or DD/S&T among buildings.
b. Major disadvantages are the separation of DD/S&T from DCI and
Ctu.~c7,i.GK.P
other production activities and the continued separation of the. four 4DD/I activities.
The advantages are that functionally and organizationally, all Dictorates are
essentially integrated.
c. The pattern reflects an economical approach with a relocation
activity 4422, 400 versus the minimum of 350, 000
d. No problem on division of outside elements for new construction.
e. Frees telephone space and handles new equipment.
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GROUP II SFT #2
1. Description: Special purpose activities dislocated are Signal Center
complex, Telephone Branch, Medical and OCS. Total dislocation action consists
of 81% of DD/S, 38% of DD/I and 22% of DD/S&T space. Of the DD/S, only
relatively essential building support and employee benefit activities remain.
STATSPEC
For DD/I, all are in Langley except and elements of OCR. For the DD/S&T
only OCS is dislocated with ORD remaining outside the building.
2. Disadvantes:
a. About 140, 0007 of special purpose space will require specialized
construction above that special purpose space already outside Langley.
b. All of OCR except Map Library, Liaison Staff and elements of
Graphics are dislocated from balance of DD/I.
c. DD/S and activities outside Langley building.
d. Relocation activity amounts to 150, 000 0 over minimum required.
3. Advantages:
a. Directorates essentailly integrated locationally: DD/P, DD/I
and DD/S&T with DCI
STATSPEC
OCR. and
b. Collection, analytical and production elements integrated except
c. Signal, Electronic Tech Repair, OCS, Telephone Branch, OCR
elements, ORD and TSD become candidates for industrical building and much of
ILILEGIB information processing system-can be centralized.
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d. Map Library combined with main lib.raTy.
e. Centralization of R&D activities.
4. Summa
a. No significant adjustment may be made to this basic theme unless
additional special purpose space is dislocated or major changes made within
DD/I and DD/S$zT among buildings.
b. No significant disadvantages except large relocation activity.
Advantages are twofold: functions and program activities are essentially
integrated; special purpose space can be centralized.
c. Division of outside elements vary favorable for two or more
buildings.
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GROUP II, SET#3
1. Description: Special purpose space dislocated are Signal Center
complex, Tt4ephone Branch, OCS, Medical, OCR and RID. Total space
dislocation from Langley building is 65% of DD/S, 49% of DD/I, 26% of
DD/S&T and 13% of DD/P. For DD/S, essential building maintenance and
employee benefit activities plus filler from Logistics and S= curity remain
in building. For DD/I, only OCR