DIRECTOR OF LOGISTICS BRIEFING BOOK

• Document Type: CREST
• Collection: General CIA Records
• Document Number (FOIA) /ESDN (CREST): CIA-RDP85-00988R000700050001-0
• Release Decision: RIPPUB
• Original Classification: S
• Document Page Count: 96
• Document Creation Date: December 19, 2016
• Document Release Date: October 27, 2006
• Sequence Number: 1
• Publication Date: February 1, 1978
• Content Type: REPORT

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Secret
Director of Logistics
Briefing Book
Secret
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"tal +LJ J a ~ -
1 FEB 1978
OFFICE OF LOGISTICS
FUNCTION: The Director of Logistics (D/L) is responsible for planning and
implementing Agency logistics support; for the procurement, distribution,
accountability, and disposition of Agency equipment, supplies, and real
estate; for engineering services; for transportation of equipment and sup-
plies; and for printing and mail and courier services.
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1 FEB 1978:
BUDGET
AND FISCAL,
RECORDS
AND SERVICES
LOGISTICS
SERVICES
WASION
SECURITY
STAFF
PRINTING AND
PHOTOGRAPHY
DIVISION
OFFICE OF LOGISTICS
PERSONNEL
AND TRAINING
STAFF
DIRECTOR
OF LOGISTICS
EXECUTIVE t t
OFFICER
Systems
Analysis
PROCUREMENT
MANAGEMENT
STAFF
PROCUREMENT
DIVISION
PLANS AND
PROGRAMS
STAFF
SUPPLY
DIVISION
-77 T
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STAT.
REAL ESTATE
AND
CONSTRUCTION
DIVISION
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1 FEB 1978
OFFICE OF LOGISTICS
FUNCTION: The Director of Logistics (D/L) is responsible for planning and
implementing Agency logistics support; for the procurement, distribution,
accountability, and disposition of Agency equipment, supplies, and real
estate; for engineering services; for transportation of equipment and sup-
plies; and for printing and mail and courier services.
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OFFICE OF LOGISTICS
DIRECTOR
OF LOGISTICS
SECURITY
STAFF
PERSONNEL
AND TRAINING
STAFF.
PROCUREMENT
MANAGEMENT
STAFF
1 FEB 1978.
PLANS AND
PROGRAMS
STAFF
LOGISTICS
SERVICES
DIVISION
PRINTING AND
PHOTOGRAPHY
DIVISION
PROCUREMENT
DIVISION
SUPPLY
DIVISION
REAL ESTATE
. AND
CONSTRUCTION
L DIVISION
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INTRODUCTION AND CONTENT
The following briefing material is furnished in order to define and
delineate the Office of Logistics (OL) functions and activities and has
been assembled as it relates to the organizational structure of the Office.
Highlights from within the Office of the Director are contained in the
first section. Sections two through six contain information on OL divisions--
their responsibilities, significant statistics, accomplishments, and
expectations.
Section and Page
Office of the Director
Office of Logistics Function, Strength and
Biographic Data . . . . . . . . . . . . . . . . I-1
Organizational Chart. . . . . . 1-3
Resume of Functions Within The Office of the
Director. . . . . . . . . . . . . . . . . . . . . 1-4
Budget and Fiscal Branch . . . . . . . . . . . . . . . 1-6
Operating Budget Resume . . . . . . . . . . . . . . . 1-7
Systems Analysis Branch . . . . . . . . . . . . . . 1-8
Procurement Management Staff . . . . . . . . . . . . . I-10
Responsibilities . . . . . . . . . . . . . . . . . . I-10
Significant Statistics. . . . . . . . . . . . . . I-11
Achievements for FY 1977 . . . . . . . . . . . . . . 1-13
Expectations for FY 1977 . . . . . . . . . . . . . . 1-17
. . . . . . 1-18
. . . . . . 1-19
CIA Personnel Commitment to Logistics
as of 30 June 1977. . . . . . . . . . . . 1-20
Office of Logistics FY 1977 Single Ceiling
Position Resume, by Component Function. . . . . . . 1-21
Career Panels . . . . . . . . . . . . . . . . . . 1-22
Employee Counseling . . . . . . . . . . . . . . . . . 1-23
Training. . 1-24
Honor and Merit Awards. . 1-25
Equal Employment Opportunity . . . . . . . . . . . . . 1-28
Logistics Services Division
Responsibilities . . . . . . . . . . . . . . . . . 11-30
Significant Statistics . . . . . . . . . . . . . . . . 11-31
Metropolitan Area Space by Component. . . . . . . . . 11-32
Energy Conservation Program . . . . . . . . . . . . . 11-33
Significant Activities - FY 1977. . . . . . . . . . . 11-34
Expectations for FY 1978 . . . . . . . . . . . . . . . 11-37
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Section and Page
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Printing and Photography Division
Responsibilities. . . . . . . . . . . . . . . . . 111-40
Significant Statistics. . . . . . . . . . . . . . 111-41
Achievements and Expectations . . . . . . . . . . . . 111-43
Procurement Division
R e s p o n s i b i l i t i e s . . . . . . . . . . . . . . . . . . . IV-54
Significant Statistics. . . . . . . . . . . . . . . IV-55
Expectations for FY 1978 . . . . . . . . . . . . . . . IV-56
Supply Division
Responsibi ittes. V-57
Depot Support Activity . . . . . . . . . . . . . . . . V-58
Agency Materiel Assets. . . . . . . . . . . . V-59
Number of Installations by~Property Accounting
Categories . . . . . . . . . . . . . . . . . V-61
11 . . . . . . . . . . . . . V-62
Significant c ievements - FY 1977. . . . . . . . . . V-63
Expectations for FY 1977 . . . . . . . . . . . . . . . V-66
Real Estate and Construction Division
Responsibilities. VI-67
Significant Statistics and'Resume of
Construction/Renovation Projects. . . . . . . . . . VI-68
Domestic Safe Sites VI-70
Agency Locations inMetropolitan Washington. . . . . . VI-71
Significant Achievements - FY 1977. . . . . . . . . . VI-75
Expectations for FY 1977 . . . . . . . . . . . . . . . VI-78
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RDP85-00988R000700050001-0 I AUG 1977
OFFICE OF LOGISTICS
FUNCTION: The Director of Logistics (D/L) is responsible for planning and
implementing Agency logistics support; for the procurement, distribution,
accountability, and disposition of Agency equipment, supplies, and real
estate; for engineering services; for transportation of equipment and sup-
plies; and for printing and mail and courier services.
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,OFFICE OF LOGISTICS
BUDGET
AND FISCAL
RECORDS
AND SERVICES
SECURITY
STAFF
PERSONNEL
AND TRAINING
STAFF
DIRECTOR
OF LOGISTICS
EXECUTIVE
OFFICER
Systems
Analysis
PROCUREMENT
MANAGEMENT
STAFF
1 AUG 1917
PLANS AND
PROGRAMS
STAFF
LOGISTICS
SERVICES
DIVISION
PRINTING AND
PHOTOGRAPHY
DIVISION
PROCUREMENT
DIVISION
SUPPLY
DIVISION
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. AND
CONSTRUCTION
DIVISION
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AUG X77
RESUME OF FUNCTIONS WITHIN THE
OFFICE OF THE DIRECTOR
In addition to his role as Chief Executive Officer of the Office of
Logistics (OL), the Director of Logistics (D/L) is responsible for manage-
ment of the Agency's logistics systems that support worldwide intelligence
production and operations and for management of printing and logistics
services provided to all Agency components in the metropolitan area. To
carry out these responsibilities, several staffs assist the D/L.
Office of the Executive Officer
Provides support to the D/L in the management and administration of
OL and performs other functions as directed by,the D/L. Supervises the
activities of the Records and Services Branch, the Budget and Fiscal Branch,
and the Systems Analysis Branch. Serves as action and focal point officer
for responses to inquiries under the Freedom of Information Act, Privacy Act,
and inquiries from Presidential and Congressional investigative committees.
Records and Services Branch
Maintains a centralized registry, serves as records manager for
OL, maintains official files, controls distribution of all cable
traffic for appropriate action, processes and distributes mail, and
maintains a document copying facility.
Budget and Fiscal Branch
Provides technical support to the D/L and OL managers in planning,
preparation, and execution of the OL budget which funds costs of person-
nel, operating expenses, and support items of common Agency concern.
Provides centralized funds control and issues reports for D/L manage-
ment of Agency funds for materiel procurement through OL facilities.
Systems Analysis Branch
Conducts independent analysis, design, programming, and implementa-
tion of systems dedicated to OL applications with some technical review
being coordinated with the Office of Data Processing (ODP). This new
branch, which was approved on 12 January
1976, will be concerned with developing the smaller stand-alone OL sys-
tems as well as providing enhancements or changes to existing OL systems.
Professional positions will be encumbered by ODP careerists on a rotational
basis.
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Procurement Management Staff
Monitors procurement policies and practices and implementation of
efficient contract procurement systems Agency-wide. Provides staff super-
vision and administration of selected procurement activities, executes
certain contracts, and maintains procurement data and information systems
for Agency procurement management purposes. (NOTE: The current activities
of this staff are described in detail in Section IV.)
Security Staff
Provides industrial security guidance to Agency procurement officers and
contractors. Inspects contractor plants.
Plans and Programs Staff
Identifies, reviews, and recommends improvements in logistics policies,
procedures, and operations; develops and implements new logistics programs;
provides staff assistance and guidance on all aspects of the logistics systems
to achieve more efficient utilization of resources. Participates in special
and administrative projects, programs, and functions as directed by the D/L,
including claims adjudication, suggestion evaluation, emergency plans, statis-
tical analyses, briefing guidance, military liaison, and MBO activities.
Personnel and Training Staff
Provides adviser and recorder service to the D/L and to the Logistics
Career Panels on rotations, promotions, development, and use of personnel
within the Logistics Career Sub-group; provides employee guidance on career
planning, problems, and benefits, including retirement; provides a training
capability within OL; maintains comprehensive, specialized personnel data for
use in personnel management decisions. ,,
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IAUG1977
OFFICE OF LOGISTICS
BUDGET AND FISCAL BRANCH
FUNDING OF AGENCY PROPERTY
The current Agency MPA/PRA system was established almost 21 years ago.
The MPA/PRA system then established met the legal requirements levied on
each Federal agency to assign and maintain monetary values on its personal
property assets. At that time Financial Property Accountability (FPA) was
established to reflect the monetary value of both property in the custody
of users and property held in inventory for future use. Initially, FPA
policy provided that all materiel accessions, disposals, transfers, etc.,
would be processed through the FPA system. As a result, the MPA/PRA system
encompassed all materiel transactions worldwide. All acquisition obligations
for materiel, whether procured locally or by Headquarters, were charged against
MPA and inventory issues were charged against PRA.
In July 1970, a major change occurred when the Agency's FPA policy
and procedures were amended with respect to stations designated as FPA
Type II or Type III. At these stations all property in their custody is
considered to be held for current consumption, The effect of this FPA
change was to eliminate the need for MPA at Type II and III designated
stations since obligations for all materiel procured locally were recorded
as direct charges to the allotment of the operating component. It also
reduced the scope and amount of the installation's PRA since PRA is required
only for materiel requisitioned from Headquarters.
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AUG 1977
OFFICE OF LOGISTICS
SYSTEMS ANALYSIS BRANCH
1. The Office of Logistics (OL) has established
the Systems Analysis Branch (SAB) under the Executive
Officer (EO), OL. This branch, is established to provide
the OL with an ADP development capability. The SAB
acts as a consulting facility for all PL divisions and
is charged with the responsibility for developing automated
procedures and systems for OL. Its products are feasi-
bility studies, project proposals, systems designs and
applications programs. The branch is composed of pro-
fessional computer analysts and programmers assigned by
the Office of Data Processing (ODP) for 2 and 3 year
rotational assignments. The SAB is also responsible for
the maintenance of existing OL ADP computer systems.
2. The SAB has made major enhancements and modifi-
cations to the Inventory Control System (ICS). The ICS
has been modified to allow OL customer offices to use
the ICS data base for identification and/or status infor-
mation for cognizant items (OTS, OC). There have been
substantial edits added to insure the accuracy of PRA
data. The SAB has automated the month-end cutoff to
allow the balancing of inventory records through a GIM
procedure executed by the Headquarters Data Access Center.
The SAB made ICS modifications allowing the identification
of the procurement action unit and the OL control number
for items being procured by Procurement Division (PD)
and recorded in the ICS. Through SAB consultation the
Supply Division (SD) has increased its use and knowledge
of the ICS. This new system knowledge has led to more
requests for enhancements and programs dealing with stock
management. The SAB has a primary applications programmer
assigned to the ICS. He is responsible for all enhance-
ments and maintenance to the system.
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3. Systems completed or being maintained by SAB are:
Inventory Control System (ICS)
Contract Information System (CONIF)
Defense Logistics Supply Center System (DLSC)
Electronic Text Editing and Composition
System (ETEC) (Support Only)
Electronic Processing Intelligence Composition (EPIC)
EPIC conversion to ETEC
SCRIPT to ETEC conversion
Agency Weapons Control System (AWCS)
Standard Level User Charge Reports (SLUC)
Computer Run on Agency Metropolitan Space (CRAMS)
PRA Tracking System (PRATS)
4. Systems under development:
Agency Equipment Monitoring and Maintenance (AEMMS)
Federal Automated Requisitioning (FAR) System
General Procurement Branch automation
ICS File redesign
Assistance to OSO on Stock Management project
5. The SAB has allocated a specific work order for
consultation. Each division is invited to discuss any
problems or any projected automation plans. The SAB
is an OL asset and can best be used in the planning en-
vironment.
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SU?*
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15 July 1977
t'sSt.'wa
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OFFICE OF LOGISTICS
PROCUREMENT MANAGEMENT STAFF
RESPONSIBILITIES
1. (U) Function as the principal staff to the D/L in all matters
relating to those procurement functions which have been delegated to the
D/L such as:
*a. Serving as principal advisor and consultant to the
Chairman, Agency Contract Review Board, and assume the duties
of the chairman in his absence. Provide services as a secretar-
iat to the Board.
*b. Serving as the senior Agency representative on all
governmental and industrial committees concerned with procure-
ment.
2. (U) Provide administrative oversight for those Agency procurement
functions which have been delegated to the D/L and coordinate such other
procurement functions as directed from time to time such as:
*a. Serving as the Chairman, Procurement Policy Panel.
*b. Interviewing and recommending potential candidates
for inclusion in the procurement career system. Serving as
a member of the Logistics Career Service Board to develop
recommendations on rankings of personnel, assignments, and
training and review recommendations of subpanels.
3. (U) Exercise contracting officer authority on special programs,
as directed by the D/L.
4. (U) Provide services of common concern to those elements of OL,
the several decentralized contracting teams, and other Agency components
concerned with procurement.
5. (U) Supervise and administer the Procurement Management Staff,
OL, as necessary.
*Those functions identified in the previous sections with an asterisk shall
be handled personally by the C/PMS and may not be delegated without the
approval of the D/L.
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15 July 1977
OFFICE OF LOGISTICS
PROCUREMENT MANAGEMENT STAFF
SIGNIFICANT ACHIEVEMENTS
TQ AND FIRST SIX MONTHS FY 1977
1. (U) Interface with the Office of Federal Procurement
Policy (OFPP), OMB and the Office of Fe eral Management Policy,
GSA: Mr. Hugh Witt, Administrator for the OFPP, on 12 August 1976,
granted the CIA an exemption from the applicability requirements
of Section 5.a. of OFPP Regulation No. 1 and authorized that the
Agency may follow the ASPR to the maximum practicable extent
instead of the FPR except in those areas where the FPR is appli-
cable to all executive agencies; OMB Circular A-109 on Major
Systems Acquisition, a directive of current significance and
originally under cognizance of PMS was transferred with respon-
sibility being assumed by the Agency Comptroller; PMS continues
to receive numerous proposed changes to FPRs requesting related
Agency comments and positions.
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b. Big Business/Small Business: Using FY 1976 data,
an analysis disclosed that Agency contract award actions to
small businesses totalled 63% with related dollar ratio
being 24%.
c. Sole Source/Competitive Business: Using FY 1976
data, the ana ysis disclosed that sole-source procurement
activity totalled 58%; the 42% balance being competitive.
d. Government-Owned Property: Agency funded
Government-owned-property in the possession of Agency con-
tractors was valued at the end of FY 1976 25X1
as reported to the Director Finance.
Agency Contract Review Board
a. A major revision tol on the ACRB was
effected whereby the valuation was se at $300K for
contracts/amendments and $45K for overruns vice $150K
and $22.5K. Significantly, all waivers for production,
external analysis or any other contracts were discontinued.
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CONFIDENTIAL
b. Planning and administrative support was pro-
vided for nine regular meetings of the Contract Review
Board during the TQ and the first six months of FY 1977
with cases deliberated totaling 11 and 13, respectively.
6. (U) Procurement Policy Panel Meetings:
a. Four sessions were held during this period, all at
I
b. During one of the sessions, an outside speaker
(from DCAA) was invited to present a very informative
talk on DPC 76-3 defining DoD's new profit policy 1 :1
entitled "Cost of Money as an Element of the Cost of
Facilities Capital."
7. (U/AIUO) Procurement Notes:
a. During the TQ and FY 1977, seven Procurement
Notes were issued and many others were revised.
b. Significant among the Procurement Notes issued
was No. 98 on The Contract Action and Documentation
Supporting Obligations, to facilitate compliance with
31 USC 200. Extensive staffing with the Office of Finance
and the Office of General Counsel occurred.
9. U) Project Officer in Contract Cycle (POCC) Course:
Responsibility for conducting the POCC course has been assumed
by OTR effective February 1977.
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10. (U) Employee Conduct-Gratuities: The Director of
Logistics issued to all Logistics procurement and contracting
personnel a memorandum outlining acceptable and unacceptable
practices in performance of official duties, especially, in
relationships with non-Government personnel.
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CONFIDE At
15 July 1977
OFFICE OF LOGISTICS
PROCUREMENT MANAGEMENT STAFF
EXPECTATIONS AND ACCOMPLISHMENTS FIRST SIX MONTHS
FY 1977
3. (U) Procurement Regulations Review: Have completed review on
many Agency regulations on procurement anrevised them as necessary to
make them consistent to the maximum practicable extent with Armed Services
Procurement Regulations. Effort still in process on others.
4. (U) Boiler Plates: Printing and reproduction of Agency contract
boiler plates will be converted to the new ETECS system to facilitate
future issuances.
P,
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1 AUG 1977
OFFICE OF LOGISTICS
PLANS AND PROGRAMS STAFF
CLAIMS REVIEW BOARD
The Claims Review Board (CRB) receives an average of 10 to 12 claims
per month for losses of, or damages to, personal property. The majority
of these claims consist of losses and/or damages incurred during PCS
movements of household effects. Other recent claims have resulted from
fire, automobile accidents, and theft.
As of 31 March 1977, CRB had 22 claims in the various stages of proces-
sing. During the first 6 months of FY 1977, 67 claims totaling $102,763
were settled for $81,903 and 11 cases totaling $4,599 were denied based on
not being incident to service; not reasonable, useful, or proper; or negli-
gence on the part of the claimant.
CRB has a few claims resulting from abandonment of personal property
in Vietnam remaining to be resolved. We assume that we have received the
last of the Vietnam claims since the statutory time limit on submission has
lapsed. CRB was notified in the spring of 1977 of a partial recovery of
one Vietnam claimant's effects. This recovery has been settled by reimburse-
ment to the Agency for those goods recovered.
The most significant administrative policy change during the past year
is the board's use of the Consumer Price Index to reflect the replacement
value of items at the time of loss or damage.
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OFFICE OF LOGISTICS
PLANS AND PROGRAMS STAFF
I AUG 1977
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15 July 1977
CIA PERSONNEL COMMITMENT TO LOGISTICS FUNCTIONS AS OF 30 JUNE 1977
POSITIONS COMMITTED TO OFFICE OF LOGISTICS
Ceiling Authorization
FY 1977
Logistics Career Positions Assigned to the
Office of Logistics
Non-Logistics Career Positions Within the
Office of Logistics
Total Authorized Positions of the
Office of Logistics
LOGISTICS CAREER POSITIONS ASSIGNED BY FUNCTION
Headquarters Support
Logistics System
Operating Components - Headquarters, U. S. Field,
and Overseas
Total Logistics Career Positions Within the Agency
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AUG 1977
OFFICE OF LOGISTICS
CAREER PANELS
The overall responsibility for the administration of career management
of the Office of Logistics (OL) lies with the Logistics Career Service Board
(LCSB) and the panels. The LCSB is comprised of the Deputy Director of
Logistics as chairman and the Executive Officer and division and staff chiefs
as members.
The Board's responsibilities include the rotation and ranking of GS-14s
as well as systems analysts and other personnel who are in a staff assignment.
The LCSB is also responsible for advising the Director of Logistics (D/L) on
policy matters and reviewing and advising the D/L on panel rankings for pro-
motion and rotation. Chief, Personnel and Training Staff, acts as recorder
and advisor.
The panels, whose members are chosen based on their objectivity and
knowledge of OL and its people, are broken down by functional categories as
indicated below. Gradewise, they have responsibility for employees GS-06
through GS-13 with primary emphasis on rotations, reassignments, and annual
rankings. Employees in grades GS-05 and below are also included if they
have more than 3 years service.
a. A Panel - clericals (GS-06 through GS-09);
b. M Panel - procurement officers and contract negotiators;
c. P Panel - printing and photography employees;
d. R Panel - architects, engineers, maintenance supervisors,
real property officers, and other personnel whose functional areas
are real estate, engineering, and maintenance;
e. S-1 Panel (GS-10 through GS-13), S-2 Panel (GS-06 through
GS-09), and S-W Panel (wage board employees except Printing and
Photography Division employees who are the responsibility of the P
Panel) - all S personnel are in the supply, transportation, ordnance,
and cataloging areas of Supply Division; area divisions; and most
overseas supply and general OL positions.
Approved For Re14ase 2flOfr1'11iCr ': CSW-Rt7P85'00'0?8'$R t1O1/00050001-0
 10 Approved For Relej 64 ~ otf/pr~'"~G~A,-f?P 098ffRC&0050001-0
1 AUG 1977
EMPLOYEE COUNSELING
All employees of the ML Career Subgroup have been advised and
encouraged to contact any of the following if they wish career counseling:
(1) Director of Logistics (D/L); (2) Deputy Director of Logistics (DD/L);
(3) their division or staff chief; (4) panel chairman or any panel member;
and (5) any member of the Personnel and Training Staff. They are particu-
larly encouraged to discuss their annual ranking but are generally not
required to do so. Should they fall into the lowest category, they will
be counseled by the division or staff or the D/L or DD/L.
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 Approved ForA+2A0~1/fl4:1A-RI P,55-00g 8R000700050001-0
1AUG1917
OFFICE OF LOGISTICS
TRAINING
1. Training continues to be an integral part of Logistics management
planning and resource allocation. Our training policy is to sponsor any
training that contributes to the employees' overall professional development.
Approved requests for FY 1976 external training number and represent
attendance at local colleges and universities, vendor ecinical courses,
Government courses at military bases, courses through the General Services
Administration and the Civil Service Commission, attendance at professional
meetings, and commercial management courses. Four Logistics careerists were
sponsored for full-time academic training during FY 1976. Training funds
obligated for FY 1976 total $60,000. Internal training requests approved
during FY 1976 number 829 and cover the full spectrum of courses offered by
the Office of Training. In addition to the foregoing, Logistics continues a
program of internal cross management training.
2. The Logistics Officer Trainee (LOT) Program is the Logistics equiva-
lent of the Agency's Career Training Program. Criteria for selection to this
program is a college degree, substantive work experience in a related field,
potential to rise to middle management level, and ability to travel as directed.
The purpose of the LOT Program is to maintain a constant input of young pro-
fessional employees to the Logistics Career Subgroup by recruiting from a
variety of educational and work experience backgrounds--both internal and
external. Since May 1974, persons have completed the LOT Program (includ-
ing one Black, one Hispanic, and one woman), and one new applicant will EOD
15 August 1977 to enter the Program. We are increasing our efforts to recruit
qualified minorities for our LOT Program.
Approved For Release 2006/11/04 2VA-R?P85-00988R60N00050001-0
 25X1 Approved For Release 2006/11/04: CIA-RDP85-00988R000700050001-0
Approved For Release 2006/11/04: CIA-RDP85-00988R000700050001-0
 Approved For Ira"-ZQQ[/,a i
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1 AUG 1977
OFFICE OF LOGISTICS
EQUAL EMPLOYMENT OPPORTUNITY (EEO)
1. Managerial Commitment to EEO
The main thrust of OL's current EEO program has been an accelerated
effort to make managers and supervisors more aware and knowledgeable of
their responsibilities in the overall EEO area. The EEO Seminar (now
Management for Equality of Opportunity) has been emphasized, and OL
continues to have more careerists waiting for acceptance to the seminar
than can be admitted by the Office of Training (OTR) because of limited
class space.
During the spring of 1977, the OL EEO Officer held 15 small group
sessions with various OL components. Approximately 330 careerists
attended these sessions, which covered the Agency complaint system and
clarified the differences between complaints and grievances. Further
information was presented to the employees about the overall EEO
program in the Agency and OL's participation in EEO.
During the May 1977 Logistics Conference, a 1-hour presentation
was given covering those items of concern voiced by OL employees
during the earlier sessions. Additional information was provided the
conference attendees relating to minority and female representation,
fear of reprisal, fitness reports, and training policies.
In the spring of 1977, OL had one presentation of the Performance
Evaluation Workshop. Four additional runnings were scheduled during
the spring of 1977; however, these have been delayed by OTR and
rescheduled for this fall. A total of 125 OL supervisors and managers
are currently programmed for this training.
2. Development of Female Employees
During FY 1977, 13 OL women have been transferred to higher
position levels in the professional field GS-09 through GS-12.
Advancement of women in OL during the past year has been marked by the
assignments of a GS-11 professional woman to a GS-12 Logistics Officer
position overseas; a GS-11 professional woman to a GS-12 Procurement
Officer position at a domestic site; a GS-11 professional woman
appointed EEO Officer; a GS-09 Hispanic female recruited as a Contract
Administrator; and a GS-07 handicapped female recruited as a Technician
for the Architectural Design Staff of Logistics Services Division (LSD).
Each of these assignments is considered "a first" in OL.
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 Approved For R P14 24 6btl 4': (31,4,-BQP, 54)0984R9Q0700050001-0
3. Minority Representation
During FY 1977, OL has hired a GS-11 Hispanic electrical engineer;
a GS-09 Hispanic female contract administrator; a GS-07 female Technician
for the Architectural Design Staff, LSD; and a black co-op student for
the professional photography field of the Printing and Photography
Division. OL continues to closely review all minority applicant files
with particular emphasis on recruitment of professional engineers to
fill vacancies in the Real Estate and Construction Division.
The professional black workforce in OL has significantly increased
during the past 3 to 4 years. In 1973, only 12 blacks were at the
GS-09 to GS-12 grade levels. Currently, we have 21 professional blacks
(20 males and 1 female) GS-09 to GS-12. Additionally, there are 23
blacks at the GS-07 and GS-08 grade level in OL, many of whom are already
positioned in professional career ladder jobs. This is an indication
of the strong black representation in the OL professional workforce in
years to come.
4. Upward Mobility
The OL Upward Mobility Program (Project PACE) was established in
1974 to provide nonprofessional OL careerists at the GS-04 through
GS-07 level, or equivalent, an opportunity to perform higher and more
complex functions. Project PACE is administered by the OL EEO Officer
under the direct guidance of the Director of Logistics, The OL EEO
Officer is assisted by the PACE Working Group (PWG),and a member of
the Personnel and Training Staff, OL, serves as adviser/coordinator.
The PWG works closely with managers and supervisors in planning,
developing, and implementing the career growth of deserving OL
careerists.
To date, Project PACE has graduated 10 OL careerists, all of
whom have been placed in career ladder positions. Three additional
PACE selectees are currently in the training cycle, two are nearing
completion. One additional PACE vacancy will be made every 6 months
in the future.
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 Approved For Release 2006/11/04: CIA-RDP85-00988R000700050001-0
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 STAT W
Approved For Rele
OFFICE OF LOGISTICS
LOGISTICS SERVICES DIVISION
RESPONSIBILITIES
I AU G 1917
Metropolitan Area Functions:
1. Space planning, design and allocation.
2. Renovations and maintenance of buildings and grounds.
3. Day-to-day liaison with General Services Administration Group
Forces, Headquarters Engineering Branch, and Telephone Branch.
4. Move planning and management.
5. Mail and courier service.
6. Area passenger transportation and associated vehicular maintenance.
7. Procurement and distribution of administrative supplies and
equipment.
8. Classified waste disposal.
9. Logistical support and implementation of Fine Arts Commission
directives.
Special Headquarters Functions:
2. Parking areas management.
3. Receipt and delivery of supply materials to components within the
Headquarters Complex.
4. Pneumatic tube system.
5. Executive dining management.
6. Emergency control center and snow removal.
7. Auditorium (scheduling, equipment, projection technician).
8. Overseeing cafeteria, snack bars, and vending machine operations.
~ r rr?m ,
mlfi ra~~ ~
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 Approved For Release 2006/11 /0'GIP;` P85-00988R000700050001-0
2 2 JUL 1977
OFFICE OF LOGISTICS
LOGISTICS SERVICES DIVISION
SIGNIFICANT STATISTICS
Increase or
Oct 75-Mar 76 Oct 76-Mar 77 Decrease
1. Transportation
Passengers 137,565 137,903 + 0.2%
Mileage
Shuttle 142,446 137,987 - 3.1%
Chauffeur Driven 106,971 100,585 - 5.9%
U-Drive-It 46,504 49,250 + 5.9%
295,921 287,822 - 2.7%
Regular Runs 12,493 12,451 - 0.3%
Special Runs 3,565 3,899 + 9.3%
U.S. Mail (Pieces) 195,068 178,449 - 8.5%
CIA Mail (Pieces) 1,401,812 1,336,773 - 4.6%
3. Classified Trash (tons) 934
1,268 1,114 -12.1%
S. Supplies Issued
Daily $4,789 $4,688 - 2.1%
Expendable $3,900 $3,530 - 9.4%
Non-Expendable $ 889 $1,158 +30.2%
6. Carpet (Square Yards) 6,392 9,207 +44.0%
7. Pneumatic Tube Traffic
(Carriers) 918,390 935,109 + 1.8%
VIyP ET
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 Approved For Release 2006/1; ' RDP85-00988R000700050001-0
15 JUL 1277
OFFICE OF LOGISTICS
LOGISTICS SERVICES DIVISION
METROPOLITAN AREA SPACE BY COMPONENT
DCI
DD/I
DD/ 0
DD/A
DD/SET
NOTE: The above figures reflect gross square footage assign-
ments by components as reflected in the 1 June 1977
CRAMS report.
1~ 178 P "1 7111-
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 Approved For Re"06i~1(4~GIP,-RDP85-~0G84?j0700050001-0
hUG 4077
Energy Conservation Program
Headquarters Building Compound
Overall Reduction. in Electricity Consumption
kW Hours kW Hours
Oct 75-Mar 76 Oct 76-Mar 77
Total Reduction
Overall Reduction in Fuel Oil Consumption
Gallons Gallons
Oct 75-Mar 76 Oct 76-Mar 77
914,192 1,019,996
Summary of Vehicle Fuel Consumption
Gallons
Oct 75-Mar 76
Gallons
Oct 76-Mar 77
Percent
Change
Gasoline:
* H s. Area
103,768
90,889
-12.4
STAT
10,155
10,986
+ 8.1
TOTAL GASOLINE
113,923
101,875
-10.5
Diesel Fuel:
*
-
6,408
I
9
932
10
697
+ 7.7
,
,
TOTAL DIESEL FUEL
9,932
17,105
+72.2
TOTAL CONSUMPTION
IN GALLONS
123,855
118,980
- 3.9
*In April 1976, the Motor Pool Branch, LSD, acquired two Bluebird
buses with diesel engines. Consequently, the above statistics
reflect a decrease in gasoline consumption which was, in fact,
replaced by an increase in diesel fuel usage.
Approved For Release 2006/11/04 :3 lA-RDP85-00988R000700050001-0
 a9~~ Ae'^1fe~?.'l+.r,~ ~~.~1g~.
Approved For Rel&411/: CA=RCP 850$R100050001-0
AUG ;377
OFFICE OF LOGISTICS
LOGISTICS SERVICES DIVISION
SIGNIFICANT ACTIVITIES - FY 1977
1. Office Space:
a. During the past year, Agency space holdings
in the Metropolitan Washington area were increased
priority requirements and the reconfiguration and
relocation program to backfill this space will continue
through November or December of 1977.
b. In addition to the many typical office reno-
vations made to accommodate major reorganizations in
the DDO, DDI, and expansions to the O/DCI, IG, OGC,
and OLC, special designs were completed to provide
for the installation of a computer-operated plotter
for OGCR, the OWI/TADS computer system, and laboratory/
shop facilities for OTS. Further, six mini computer
installations were designed to serve DDA/OMS, DDI/OCR,
DDO/ISS and the CIA Operations Center. We are currently
working on designs for the upgrading of two classrooms
for OTR and a long-term space planning program in
connection with Projects ADSTAR and SAFE.
2. Move to the Community Headquarters Building:
The relocation of the ICS from several locations in
the Headquarters Building into the more centralized
environment of the CHB involved work stations and
was a major undertaking by any standards. In order to
minimize the disruption which commonly accompanies a
Approved For Release 2006/11/04 381A-RDP85-00988R000700050001-0
 ray An.. f Rd A1a.4
Approved For RA t p.6111104 CIA-RDP,85 `Qag8 ? 40700050001-0
move of this magnitude, furniture was prepositioned
in the building well in advance of the actual move.
The placement of this furniture was complicated by
the inadequacy of the elevators in the building;
consequently, it was necessary to erect an outside
elevator secured to the side of the building and
move the furniture in through the windows on each
floor. The actual move was accomplished over the
weekend of 29 April and was limited primarily to
safes, files, and miscellaneous items. On Monday
morning, the ICS was conducting business as usual,
with little noticeable disruption.
3. Headquarters Beautification Program:
Significant improvements have been made with
respect to the appearance of the center courtyard
and the courtyards visible from the North and South
Cafeterias in accordance with plans developed in
cooperation with the Fine Arts Commission. Flower
plantings will be made three times each year in
the center court - spring, summer, and fall providing
flowers in bloom during most of the growing season.
4. Furniture Rehabilitation Program:
After suffering several disappointments with
this program, we converted to painting the furniture
in place using the electrostatic spray process in
lieu of shipping the furniture to the vendor's plant
and using prefabricated tops. As a result of this
conversion, the completion rate has improved and
shipping damage has been reduced. Sosfar this year,
1,574 pieces of furniture have been refinished by
this process. A large number of these were done in
the Ames and Key Buildings.
5. Improvements to External Buildings:
All of the roadways and parking areas on the
2430 E Street compound were resurfaced and resealed
this year and extensive repairs were made to the
curbing. The appearance of the quadrangle was
enhanced by planting additional trees and shrubs.
Additionally, 30 picnic tables were procured and
placed at the
Buildings and the quadrangle at 2430 E Street.
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 Approved For Rele . 2b6bs/'-1/0'4--CIQ-l OPB5-009'; O 0050001-0
6. Furniture in Ladies Restrooms:
All of the lounge furniture in the ladies rest-
rooms in the Headquarters Building has been re-
upholstered using a vinyl material rather than a
fabric. This has not only contributed to a more
pleasant atmosphere but the vinyl is stain resistant
and easier to clean. Therefore, a bright, clean
appearance will be easier to maintain.
7. Headquarters Auditorium:
The 16 millimeter projectors in the Headquarters
Auditorium have been converted from electric arc
light operation to incandescent bulb operation
thereby achieving a considerable reduction in
maintenance requirements and operating costs.
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 Approved For Rel ?QQ?i1VQ4 : CIA- DP8 -Q 988F,Qg0700050001-0
71
.,,,..d.
1 AUG 197 %
OFFICE OF LOGISTICS
LOGISTICS SERVICES DIVISION
EXPECTATIONS - FY 1978
1. Office Space
a. The space program for the forthcoming 2 fiscal
years will revolve around Projects SAFE and ADSTAR,
both of which are primarily Real Estate and Construction
Division projects. Currently known Headquarters and
Pxtprnal uilding req for FY 77 and FY 78 total
ft. About q. ft. will be recovered ?TAT
III 1 buildings wen r ected relocations of the
are made to non-
Agency buildings, leaving a net requirement for new
of ft. It is expected that STAT
ft. JILCLY ovated in Headquarters to con- STAT
so ate organizations and clear space for the known
requirements. The completion of this program, and the
orderly execution of the several interrelated moves is,
of course, dependent upon the acquisition of additional
space in another building.
b. Another factor which will influence activity in
the future is the Table of Organization reduction in the
DDO. As these reductions are realized, the space will
be tailored to ensure efficient utilization. It should
further be noted that any change in Agency functions or
change in relationships between functional elements that
emanates from the reorganization of the Intelligence
Community will, in all probability, dictate additional
space reconfigurations and must be addressed when they
arise.
2. North Receiving Dock
Feasibility and workflow studies of the North
Receiving area are incomplete at this point but two
concepts have surfaced which appear to hold some promise.
The first is to extend the existing dock platform out-
ward in order to relieve the crowded conditions which
frequently develop during loading and unloading operations.
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,,tA-RDP85-009888000700050001-0
 Approved For Rele 20M/1.1194a:CIA-FiDP$a.?0 $ C LL~jb0050001-0
The second concept calls for the creation of a storage
area in the tunnel directly beneath the existing
receiving area to which access can be gained through
the use of an elevator. Assuming that these concepts
hold up under final review and the required approvals
are received, construction should begin during the
latter half of FY 78.
3. Curbing and Roadway Repairs at Headquarters
Small sections of deteriorated curbing are currently
being replaced predominately along the perineter road
near the entranceways to the Headquarters compound. In
addition to this, a contract for major repaving and
curbing reapirs is expected to be awarded in September for
completion during FY 78. Following the completion of this
project, a flowering shrub arrangement is planned for the
safety island located at the intersection of the Route 123
entrance and the perimeter road.
4. Replacement of Trees on Perimeter Road
Hopefully, the herbicide in the soil along the
perimeter fence line will neutralize by the spring of
1978 and new trees can be planted. Calla lilies have
been planted in the spots where the stumps of the dead
trees were removed to determine the residual level of
herbicide presence. When it is determined that the soil
will support tree growth, new trees will be selected and
planted. The tree selection will be based on suitability
for the area.
5. Improvements to the Headquarters Auditorium
New carpeting has been selected and ordered for the
Headquarters Auditorium and will be installed during
the fall of this year. Around the same time, additional
aisle lights will be installed to reduce the possibility
of tripping.
6. Consolidated Courier Receipt
Efforts toward the development of a consolidated
courier receipt started late in FY 76 and continued
through FY 77. We anticipate that the final discussions
on this matter will be reached in the near future and
an introduction date can be established. The introduction
f A 1-.! 73
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 Approved For Rele? eY2b'i'1T104 CIA-IDP85-609CCi~}0050001-0
date will depend on procurement lead time and the
quantities of existing forms in stock. The actual date
will probably occur during the first quarter of FY 78.
39
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 Approved For Release 2006/11/04: CIA-RDP85-00988R000700050001-0
b~;; (~ ~ i 1AN ! , 01
V E- A.-. J ONLY
i 9 JUL 1977
OFFICE OF LOGISTICS
PRINTING AND PHOTOGRAPHY DIVISION
RESPONSIBILITIES
1. The providing, operating, and maintenance of a
centralized, general-purpose printing facility, responsive
to all Agency document publication requirements. Examples
include: intelligence publications (Foreign Intelligence Re-
,or s, National_ Intelligence Estimates, President's Daily Bricf,
National Intelligence Daily), intelligence memoranda, intelligence
reports, handbooks, periodicals, special reports, bulletins, re-
views and summaries, multicolor maps and charts, forms and ad-
ministrative publications, booklets and pamphlets, atlases,
cartographic aids, and copying machine or multilith products.
2. The providing of photographic services that include
the general categories of: microimagery (computer-output micro-
film, microfiche, cartridge microfilm, and roll microfilm, blacl:-
and-white and color imagery products, motion picture services,
and original photography throughout the Agency.
3. Maintaining coordination with Agency publishing components,
the Goverment. Printing Office, other Government agencies, and
the private sector.
4. The provision of technical guidance and planning to all
Agency components on printing and photographic concerns.
S. The provision of artistic support to Agency components
through the preparation of graphics and visual aids.
6. Maximizing productivity and efficiency consistent with
customer requirements, through the application of new technologies
available to the graphic arts and photographic industries.
Approved For Release 2006/11/04: CIR-RDP85-00988ROQ0700050001-0
 Approved For R6Ir4 ?CC-5=i
~11 IT 700050001-0
19 JUL 1977
OFFICE OF LOGISTICS
PRINTING AND PHOTOGRAPHY DIVISION
SIGNIFICANT STATISTICS
1. General Statistics:
a. Personnel Skills (Trades)
b. Usable Area (sq. ft.)
c. Facility Locations (Headquarters' Area)
d. Equipment Value (sum of original purchase
price)
e. Main Plant Value (original construction
cost)
f. Operating Cost (FY 1977 materials, travel,
$3,785,717
$2,256,000
$1,916,000
$ 404,000
a. Printing FY 1976 FY 1977(lst Z;
Main Plant Average Impressions/Month 4,019,104 4,397,910
Main Plant Average Jobs/Month 539 510
2. Production Statistics:
and contracts--paper, film, chemicals, ink, etc.)
Estimated average yearly equipment replacement/
supplement cost through FY 1979
* Does not include 6,239 sq. ft. of GSA space in Main Printing
Plant
Approved For Release 2006/11/044 CIA-RDP85-00988R000700050001-0
 Approved For Rele ` 0Q6J.l110.4 C1'A= D '8 =00 $
O C ? 00050001-0
b.
Examples of Photographic Production:
FY 1976
FY 1977 (1st
Motion Picture Film (ft.)
6, 1111,304+
1,130,419++
Black and White Photo Items
593,095
302,907-
Color Photo Items
1391146
71,059
Microimagery Exposures
Planetary/Fiche/Rotary
3,681,347
1,685,306
4,189,451
2,283,371
+ Includes 6,054,953 feet of film maintenance
++ Includes 820,913 feet of film maintenance
'-
Approved For Release 2006/11/04 :4 2A-R?P85-00988R0007CfO050001-0
 App ,o aed ~ t e e e~ Q` i~,1I j( - P8 - 8 ~j 00050001-0
10 JUL 1977
OFFICE OF LOGISTICS
PRINTING AND PHOTOGRAPHY DIVISION
ACHIEVEMENTS AND EXPECTATIONS
Achievements: (AIUO) Agency printing requirements are dynamic.
Customers routinely demand fast response for the production of
publications of increasing complexity and sophistication. P&PD
has continued to exploit. new technologies and adjust the organiza-
tional structure to remain responsive to the Agency's needs. Recent
accomplishments include: -
1. (AIUO) Customer Education: Four printing seminars have
been conducted since May 1976 wit over 130 participants from
all Directorates of the Agency. The objectives of improving commun-
ications between the printer and customers, and providing useful
production information to the requesterswere:achieved through the
use of these seminars.
2.? (AIUO) Customer Support: On several occasions, production
planners from the Main Printing Plant have been detailed out of the
plant in order to provide a face-to-face advisory service to cus-
tomers in the Headquarters Building. Two specific casesinvolved
a planner detailed to the IC Staff for a month, and in another
case, a planner was relocated to the.Special Printing Plant (SPP)
area to provide customer assistance and production liaison during
the consolidation of the General Printing Plant (GPP) and SPP and
the beginning days of DDI, Publications and Presentations Group
(PPG). P&PD also detailed a member of the Composing Branch to
work with PPG personnel in designing new publication formats.
3. (AIUO) Electronic Text Editing and Composition System
_(ETBCS):
a. Conversion of Agency Composition from Hot Metal, EPIC
and AKI to ETECS
Major efforts have been made this year to convert
all typesetting jobs to the ETEC System, especially the
recurring jobs such as the IOD tables, EIW tables, Fact-
book and the FBIS coverage. The purpose is to be more
4 3'
Approved For Release 2006/11/04: CIA-RDP85-00988R000700050001-0
 #AR9Fo64d 6iRb1e1ash 2004th UO,4,.C 1A.-Rd12,$5-( $fiiR0o0700050001-0
responsive, reduce overtime, maintain more control,
and to take advantage of the current state of the art..
b. ETECS Operation - 24 hours per day - 6 days per week
In order to take advantage of equipment, people and
space, as well as to support DDI/PPG in the production of
current intelligence, it was necessary to go 24 hours per
day in ETECS. This has proven to be effective in the
utilization of equipment and human resources.
c. APS-4 High Speed Phototypesetter in Production. .
After more than 2 years the APS-4 is now in full
Production in the ETECS center. The third generation APS-4
produces a higher quality type, and is approximately 50 times
faster than the second generation Photon Pacesetters.
d. Second ATEX System Operational
The second system (a real-time backup system) has
been installed and is fully operational.
4. (AIUO) Agency Seal: Through the years, artists'
renditions of the gency.seal yielded a symbol that did not conform
to the original specifications. The Institute of Heraldry, Depart-
ment of the Army, was requested to provide artwork of a seal that
would conform to specifications, thereby halting the proliferation
of the various renditions. The Institute of Heraldry has completed
the project; the official version of the seal will be used on all
future documents printed in P$PD.
5. (AIUQ) Wage Structure: Authorization has been acquired
from the Office o Personnel for the implementation of a new
wage compensation structure geared to rewarding Division employees
who possess multiple skills. In the printing area, the structure
is based on compensating those individuals who are capable of
performing in two'or more trade crafts. In the photographic area,
a system of compensation has been established which is based on
the demonstrated qualifications of each photographic employee.
6. (AIUO) Management Information S stem (MIS): The major
elements of the Division's M16 are currently being _implemented
via the GIM II system. An initial data base for supply and in-
ventory control is currently in use. Another element of the
MIS, production control, is in use to record production statistics
and man-hour costing. The more elaborate mechanism of production
control, which is designed to give job tra.cking, full costing,
and resource allocation, is not yet in operation.
44
n 7n 777;7 f '7 01
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7. (U/AIUO) Photographic Support:
a. Increased Quality/Production of Photographic Rol]
Paper Prints
After considerable planning, study and invoivec.'.
coordination a contract way
initiated for a special black an w ite roll paper printcl-.
This printer, recently received and modified, will Drovic_-
greater versatility, higher quality printing and increase-
production capacity.
b. Expansion of Quality Control Procedures
Quality control (QC) of photographic production has
been expanded during the past year. While the routine task
of processing control continues, more sophisticated aspects
of QC tasks have been expanded to'improve quality further.
These include archival tests for processed film, evaluation
of processors, films, papers, chemistries and other expendable
items, testing of different manufacturers' products and
camera and light source calibrations.
c. Motion Picture Production Support
Three major motion picture films were produced by
the DDO and DDA/OTR, requiring extensive use of the Motion
Picture Section personnel and facilities. Requirements
placed on this section include camera filming, sound re-
cording, editing,.printing and processing. Utilization of
these facilities eliminated a major cost of production that
otherwise would have been necessary by contracting with
private production laboratories.
~i fl I , R l t t
i L L.
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8. (AIUO) Consolidation of SPP and GPP: On 19 February
1977, the consolidation of the GPP and the SPP was accomplished.
This consolidation enabled P&PD to relinquish valuable floor
space on the seventh floor in the Headquarters Building, reduce
personnel and increase our printing capabilities.
9. (AIUO) Equipment Update: In order to maintain a high
level of quality and responsiveness, the following equipment
was procured as new or replacement:
a. SPP
(1) Two-color Heidelberg Press
This press, along with the installation of
of speed clamps, will reduce the throughput time for
multicolor work.
(2) Polychrome Automatic Plate Processor
A Polychrome automatic plate processor was
installed in the SPP in June 1977. Prior to the
installation of this processor, plates were hand
processed. This is a slow process and does not
produce the best quality plates possible. The
Polychrome plate processor will enable us to in-
crease the quality and speed of our plates processed.
(3) Installation of a Kreonite Automatic 32"
Film Processor
Prior to the installation of this piece of
equipment, film larger than 24" had to be hand pro-
cessed. Hand processing is slow and messy and'-in-
creases the throughput time. The Kreonite automatic
film processor reduces cost and throughput time while
increasing quality.
(4) Installation of a 20" x 26" Baumfolder
This piece of equipment has reduced through-
put time and reduced cost by enabling SPP to fold
documents larger than 12" x 18".
b. Offset Photography Branch
(1) Dupont 44C Processor
This high speed processor provides our con-
tact camera area with one of the most modern and
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 lP85-00988ROO0700050001-0
expeditious film development systems available.
(2) Kreonite 52" Processor
The purchase of a new 52" Kreonite film
processor replaced an old 52" processor that had
become totally unreliable because of internal de-
terioration due to age.
(3) Vacuum Frame
The Berkey vacuum printer is a necessary
adjunct to the negative cromaline process and
will also provide the ultraviolet capability for
the production of DYCRL relief printing plates.
. (1) Retrofitting Roll-fed Perfecting Offset
Printing Presses
The Davidson offset perfecting presses have
been retrofitted with new and stronger chains, sprockets
and gripper bars. The retrokits, combined with a greater
emphasis on proper oiling and cleaning, have resulted in
nearly eliminating breakdowns and reduction in mainten-
ance cost to a bare minimum.
(2) Acquisiton of New 40" Two-color Offset
Printing Press
The new 40" two-color press replaced a 20
year old 38" two-color. The results of the replace-
ment have been. to improve the quality of multicolor
printing and to reduce the throughput time.
d. Bindery Branch
(1) Sealing Machinc
A new sealing machine was installed in FY 77 to
replace an old outdated machine for better packaging
of Agency forms.
(2) Addressograph Machine
A new Model 5000 EP addressograph machine
was purchased to replace an old machine. The new
machine will give the dissemination section in-line
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capabilities to convert all mailing lists to plastic
plates.in replacement of obsolete metal plates.
10. (AIUO) New Systems and/or Processes: Several new
systems and processes have been implemented in the past year
to improve the quality and job throughput time of PFPD's produc;-
a. Paginator System
The paginator system is an ultra-high-speed
prepress system that produces printing plates which are
completely paginated. This system bypasses the conventional
photographic and stripping procedures.
b. PERI System
Program tapes have been updated for the process
color system, and photographers have been provided with
additional in-house training under the tutelage of the
developers of this system.
c. High Speed Plate Developers
This high speed --
the
This developer is a spinoff from the Paginator program,
and it has been found this developer can be used for all
plates being produced in. the Main Printing Plant. The
prime advantage in using this developer is the extreme
reduction in the required exposure-time per plate. The
time savings per exposure is approximately 80 seconds.
This translates into a time savings in excess of one
half a man-year. -
d. Negative Cromalin
In an effort to provide faster response and
increased quality for color proofs, we have expanded
the cromalin process to include the capability of pro-
ducing color proofs from a negative source.
e. Photographic Paper
high contrast paper, a product of the
is being used as a substitute product
tor the more expensive and capricious cronapaque plastic
film previously.used.
T '
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f. Screen Tints
We have purchased a master set of 150 line
screen tints. The purchase of these tints will give
the printing product a uniform appearance and be to-
tally compatible with other screening produced in the
Division.
11. (AIUO) Training: Most of the branches in the Division
have undergone a program of cross-training within the branches
to improve the versatility of the personnel in the Division. i:
addition to that training, other external and internal training
programs were implemented in the past year.
a. Computer Training'
Many of the people in the Division have attended
the Office of Data Processing (ODP) VM and GIM II user
training courses in order to have a fundamental understanding
of the ITS and Copier Management Systems.
b. ETECS Trainin-
Several persons have attended Digital Equipment
Co.'s courses to give them background understanding of thF,
minicomputer system under which ETECS runs.
c. Photography Branch Self-Instruction Packaged Programs
Within the Color Section, a program of self-instruc-
tion fr m packaged audiovisual,-training aids TAT
has been instituted. These programs include instruc- TAT
tion on the 8S-4 Automated Color Printer and the Video Color
Negative Analyzer. Other programs will be added as they be-
come available. This in-house training may Piimiratn eri
12. (AIUO) Panel Briefings: Members of the P Panel con-
ducted a series of briefings describing the responsibilities and
areas of jurisdiction of the panel. The system used for recom-
mendations for promotions, rankings, etc. were covered in detail.
c
Every Pq
PD employee was given the opportunity to attend the brief-
ing sessions. For many, the sessions were very enlightening since
the intricacies of the panel had not been recently explained.
:expectations: (U/AIUO)
1. (AIUO) Photography Branch:
a. Improved Product Handling for Microform Production
44 Q,
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Concentrated individual-training of personnel,
development of specific procedures for equipment opera-
tion and production requirements, relocation. of existing
equipment and acquisition of additional equipment (spec-
ifically COM production and support equipment) are the
major objectives within this production area.
b. Continued Expansion of Quality Control
Acquisition of modern monitoring devices and
instructional techniques will allow the Branch to be
one of the foremost leaders of quality work in the
Government. Among the goals are process monitoring by
computer; automated senistometry; tests for archival
quality in finished materials; color filtration, exposure
and time adjustments calculated by computer; computer
generated response capabilities for the solving of prob-
lem situations; laboratory wide calibration of all quality
control devices to insure uniform response.
c. Reconfiguration of Color Section
To improve quality and expedite workflow, a
major revision of this section is currently in the
planning stages. New automated processing equipment has
been'identified and is in the purchase phase. Nev: sensi-
tized materials and chemistries, currently displacing old
products and methods, will be utilized. Large color prints
along with improved quality slide and vugraph formats, pre-
sently using outdated hand processing methods, will be pro-
duced on automated high quality equipment. Print production
will be further improved by the use of rapid, high quality
printers.
d. Photographic Lab Support for Slide/Filmstrip
Production
Utilization of the recently acquired music
library will assist the customer in providing audio
support in the preparation and production of automated
slide programs and filmstrip presentations. Continued
refinement of control and methods for the rapid produc-
tion of the audiovisual material will be planned. Sound
recording and mixing facilities, currently available in-
house, will be programmed for audio and control tracks to
be produced in multiple quantities.
2. (AIUO) Electronic Text Editing and Composition System
7, 7
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so
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a. Implementation of the DDI- Support Group
The necessary equipment and site preparation
is nearly complete for the 7G-28 P&PD operation in
support of PPG. This will be a 24 hour per day - 6
day per week operation on-line to ETECS
b. Math Package for ETECS
In order to completely phase out-hot metal,
the Division expects to install the ATEX Math Package
in ETECS and the necessary fonts or symbols in the
APS-y.
c. Expansion of ETECS
Plans are underway for the conversion of the
MPP composing room into a second ETECS center which
will include a third mini-computer.
d. Procurement and Installation of an.APS-5
The APS-5 has proven to be the typesetter
which will satisfy all typesetting requirements. In
order to phase out the Pacesetter operation and to backup
the APS-4, a second machine is necessary. The APS-5
is the latest generation and is compatible with the
APS-4, but three times faster.
3. (AIUO) Management Information System (MIS): While
the supply and inventory control data base is currently
being used, critical updates are being made to insure that
all supply and inventory procedures will be fully operational
by the start of FY 78. Initial production control mechanisms
are in partial use and are expected to be fully operational
by the first half of FY 78. Specifications have been written
for limited job costing and resource allocation.
4. (AIUO) Projected Equipment Purchases:
a. Web-fed Presses
Web-fed presses historically have been designed
for long run printing jobs. The industry now claims
that it is feasible to consider short run work on webs.
We expect to investigate these claims and determine
whether or not webs are feasible for the short run,
multicolor :work requirement of P$PD.
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b. Two-Color/Perfecting Offset Presses
Another possibility of reducing time and effort
in the SPP is two-color and/or perfecting sheet-fed
presses. Historically, make-ready time has been the
drawback in this area for short run work. Modification
of the plate clamps and other short cuts may make this
process more attractive than in the past. We expect
to investigate and evaluate advantages and disadvantages
of the two-color/perfectors for PEPD needs.
c. Automated Platemaker
SPP hopes to install an automated platemaker
during the coming year. This platemaker will auto-
matically feed the originals, make the plates and sort
the. plates. It will also result in an increase in
quality and increase the press, run size from 8 x 10 1/2"
to 10 1/2 x 16", thereby reducing cost.
d. Collating Equipment
A new 12-station collator is in expectation
for better collating response to quick turnaround time
on the single sheet requirements of the Bindery Branch
and better throughput time on special weekly iob..
e. Folding Machines
Two new folding machines are under survey to
better enhance folding capacity.
5. (AIUO) Process Color: In the area of process
color separation, t ere are two new technologies that
appear most promising. The first is a laser type scanning
device which can produce a complete set of separation nega-
tives in less time than now required in the production of
a black and white ha]ftonc.
The other technology is the development of non-silver
type films. These films of the future will offer two ad-
vantages not found in contemporary products: developmental
stability and broader use of a single product.
6. (AIUO) Automated Stripping: Training is now
underway in automated imposition using the Paginator System.
The Paginator is a projection device that can be programmed
to automatically position book pages in both the proper se-
quence and physical location on the printing plate. This
system is only a preview to the Laserite type system which
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should prove to be the system for the future.
The Laserite system, although not completely developed,
will offer many advantages that go beyond present capabilities.
The prime advantage of the. laser system will be its ability
to work in concert with other computer devices that generate
both type and photographs.
53
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 SECRET
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A11G ??77
OFFICE OF LOGISTICS
PROCUREMENT DIVISION
RESPONSIBILITIES
25X1
440
1. Manages and executes assigned procurement actions in conformance
with applicable statutes, regulations, and sound business practices.
2. Develops and maintains a professional procurement and contracting
staff.
3. Provides rapid response to Agency requirements for 25X1
materiel lI including non-U.S. items, for overseas ins a i .
4. Negotiates, awards, administers, settles, and closes out all Agency
contracts for production and services, except those specifically assigned to
other procurement elements.
5. Negotiates, awards, administers, settles, and closes out Agency
contracts for ADP equipment and related supplies and services and for
engineering development for the DD/A, DD/I, DD/O, and the DD/S$T where
Agency funds are used for ADP equipment or software or where GSA review
is required.
6. On an Agency centralized basis, negotiates, awards, administers,
settles, and closes out open market purchase orders and contracts for
supplies and services of limited dollar value.
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I AUG 1977
OFFICE OF LOGISTICS
PROCUREMENT DIVISION
SIGNIFICANT STATISTICS
1Ye
Actions
Value (in millions)
R&D Contracts
FY 1975
64
1.5
FY 1976
26
1.4
FY 1977
11
.160
Production Contracts
FY 1975 1,266 32.7
FY 1976 991 34.1,
z FY 1977 392 19.0
Service Contracts
FY 1975 1,834 19.5
FY 1976 1,957 21.2
z FY 1977 1,449 15.8
Total Contracts
FY 1975 3,164* 53.7
FY 1976 2,974** 56.7 f
2 FY 1977 1,852*** 35.0
Purchase Orders
FY 1975 .10,912 11.0
FY 1976 10,196 11.8
2 FY 1977 4,600 5.4
*Total includes 2,601 funded actions; 563 unfunded actions. (Unfunded
actions encompass amendments and correspondence directing formal
administrative contra.ctL.al changes normally not requiring an adjustment
in funds.)
**Total includes 2,508 funded actions; 466 unfunded actions.
***Total includes 1,666 funded actions; 186 unfunded actions.
Note: The 1/2 year depicted above is the first half of FY 1977. Traditionally,
55 percent of a fiscal year's actions are done during the third and
fourth quarter.
SECRET 15X1
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AUG 1977
OFFICE OF LOGISTICS
PROCUREMENT DIVISION
EXPECTATIONS FOR FY 1978
1. ADP Contract Activity: A continuing increase in ADP contracting
activity is expected in FY 1978. Current staffing permits the concentrated
effort necessary to assure the effectiveness and efficiency required for
this complex procurement area. Heavy emphasis is being placed on purchase
versus rental of ADP equipment when analysis clearly demonstrates an
advantage to the Government.
2. Automated System for GPB: The Systems Analysis Staff, EO/OL, is
presently evaluating the feasibility and cost of installing a closed loop
mini-computer system in the General Procurement Branch, PD/OL. This
proposed system computerization will provide procurement officers the
capability of automatically storing and retrieving information relative
to previous procurements of requested items. This system should assist
PD personnel in more rapidly analyzing the source and cost of past
purchases of like items, thereby providing rapid cost comparison data
and reducing throughput time.
3. Contracts Consolidation: In order to reduce the number of
contracts to be negotiated and written, PD plans to continue to encourage
its customers during FY 1978 to combine their requirements into consoli-
dated contracts in lieu of several individualized contracts. The same
principle will be applied in the small purchases program through the
implementation of Blanket Purchase Agreements in lieu of separate purchase
orders for each requirement.
4. Service Contracts Control: To increase efficiency and reduce
negotiation workload, PD will continue to issue service contracts with
an option to renew for an additional year.
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A e
I AUG 1977
OFFICE OF LOGISTICS
SUPPLY DIVISION
RESPONSIBILITIES
Responsibilities of the Supply Division are to:
1. Provide regular supply service, i.e., receiving, storage, issue,
packing, and transportation;
ship (Small Purchases Branch);
2. Provide quick reaction supply service, i.e., procure, pack, and
ON 3. Perform inventory management functions, i.e., stock levels,
replenishment, disposals, new items, and participate in the Federal
Catalog Program;
4. Maintain Agency accountable property records, monitor and
coordinate the content, structure, integrity, and security of the
automated Inventory Control System;
5. Conduct interdepartmental liaison, procurement, and contracting;
6. Provide technical guidance in transportation, ordnance, airborne,
and vehicles;
7. Budget for Agency administrative forms;
8. Provide domestic truck transport with inhouse vehicle fleet;
9. Is responsible for:
a. The inspection, testing, and maintenance of weapons,
ammunition, and explosives;
b. The configuration, packaging, and shipment of the paramilitary
material stockpile;
c. The designs and testing of aerial delivery material and
aerial delivery techniques;
10. Maintains the master record of Agency motor vehicles worldwide;
11. Manage the single transportation allotment.
57
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s AUG `977
OFFICE OF LOGISTICS
SUPPLY DIVISION
SIGNIFICANT STATISTICS
FY 1976
Shipments:
Local
Domestic
Foreign
Totals:
FY 1977*
11,096 8,339
4,401 3,032
22,595 15,114
38,092 26,485 d l
Tonnage
4,509 3,249
Shipments:
Domestic
Foreign
Totals:
116 111
125 42
241 153
Tonnage
Supply Division Totals
Shipments
Tonnage
Interdepartmental Requisitioning
Dollar Value
*FY 1977 figures as of 30 June 1977
1,132 436
38,333 26,638
5,641
3,685
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r
{
25X1
25X1
I AUG 1977
OFFICE OF LOGISTICS
SUPPLY DIVISION
SIGNIFICANT STATISTICS
Shipments:
Local
Domestic
Foreign
Totals:
Tonnage
Shipments:
Domestic
Foreign
Totals:
Tonnage
Supply Division Totals
Shipments
Tonnage
Interdepartmental Requisitioning
Dollar Value
*FY 1977 figures as of 30 June 1977
FY 1976
FY 1977*
11,096 8,339
4,401 3,032
22,595 15,114
38,092 26,485 ?
4,509 3,249
116 111
125 42
241 153
1,132 436
38,333
5,641
26,638
3,685
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OFFICE OF LOGISTICS
SUPPLY DIVISION
AGENCY MATERIEL ASSETS
1. Supply Division Depot stocks on hand as of 30 June 1977:
Materiel
Category Description
I Ordnance
II Transportation and Airborne
III Industrial and Engineering
IV Commo Equipment and Components
V Electrical
VI Medical
VII General
VIII Photographic
IX Computers
TOTAL
* Additional Data
Dollar value stock due-in
Dollar value stock due-out
2. Property In-Use as of 30 June 1977:
Headquarters
Domestic
Overseas
TOTAL
I AUG 1977
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3. Other Agency Property:
GFE in hands of contractors (as of 30 June 1977)
Grand Total Agency Assets
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OFFICE OF LOGISTICS
SUPPLY DIVISION
SIGNIFICANT ACTIVITIES FY 1977*
Implemented improved procedures effecting: the interface between
the Inventory Control System (ICS) and the Office of Finance
General Accounting System; Procurement Instruments Numbers inputs
and receiving process; and use of computer: generated reports for
management purposes.
d. Compiled a training record for each employee, GS-13 and below,
and outlined a handbook consisting of technical and career
development courses for each position. A division instruction
prescribing the policy, procedures, and responsibilities is now
in draft form.
f. Conducted an extensive review of operating procedures for the
ICS after one year of operation with the Requisition Suspense
Module. Various program enhancements have been requested and
procedures refined both to increase the efficiency and provide
a more informative data base.
*As of 30 June 1977
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i AUG ,971
OFFICE OF LOGISTICS
SUPPLY DIVISION
EXPECTATIONS FOR FY 1977
1. (AIUO) Utilizing the existing capabilities of the Inventory
Control System (ICS), establish a method to identify those key supply
action milestones currently input to the ICS from which can be derived
a qualitative assessment of supply action performance (MBO SD 03-77).
2. (AIUO) Develop cataloging and item acquisition procedures
which will ensure compliance with related Federal Property Management
Regulations (FPMR) and which will enhance Agency participation in the
National Supply System (MBO OL-A-08-77).
3. (AIUO) Expand ICS to establish National Stock Numbers being
processed as direct procurements through the Interdepartmental Support
Branch (IDSB).
4. (AIUO) Prescribe and establish a series of computer reports
on a scheduled basis which will afford maximum control in monitoring
transactions in the ICS suspense file.
5. (AIUO) Originate and compile a practical operating handbook
showing the required terminal processing and distribution for all types
of transactions processed through the ICS.
6. (AIUO) Due primarily to inflation factors and in keeping with
applicable General Accounting Office guidelines, establish classification
criteria for property accounting that will be comparable to other
Agencies, and still provide adequate controls and ensure maximum
utilization of assets.
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OFFICE OF LOGISTICS
REAL ESTATE AND CONSTRUCTION DIVISION
RESPONSIBILITIES
1. The Chief, Real Estate and Construction Division, OL, advises
the Director of Logistics on all matters relating to real estate, con-
struction, and maintenance of Agency facilities.
2. Provides qualified personnel for management of matters pertain-
ing to real estate, construction, and maintenance of Agency facilities
on a worldwide basis.
3. Furnishes architectural and engineering services, including
contract negotiations for real estate, construction, maintenance, and
architect-engineering services in support of Agency requirements.
4. Provides the required support for the continuing and reliable
operation of all utilities systems necessary to allow for the uninter-
rupted functioning of the Agency's Headquarters establishment.
5. Monitors design, engineering, and construction activity within
the Headquarters establishment.
6. Provides plans, budgetary estimates, and schedules for design
and construction of Agency facilities through direct support, other
Government agencies, or commercial firms.
the acquisition, maintenance, and
8. Provides guidance and management in the acquisition and dis-
posal of domestic and foreign real estate.
9. Maintains records of all Agency real property, construction, and
maintenance activities.
10. Coordinates legal., cover, and security aspects incident to real
property transactions with the Office of General Counsel, Cover and Com-
mercial Staff, and the Director of Security or their designees.
11. In review of Agency organizational information and space data,
develops professional planning expertise and techniques which will provide
a quick response in defining and implementing major conceptual building
programs, studies, and component relocations for short-, medium-, and long-
range time frames.
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OFFICE OF LOGISTICS
REAL ESTATE AND CONSTRUCTION DIVISION
HEADQUARTERS ENGINEERING BRANCH
SIGNIFICANT STATISTICS
Major RECD Projects Completed During FY 1977
Item
Location
Cost
1
GJ-56 Renovations
Headquarters
150
000
'
(Relocation of Special Printing Plant)
,
2.
South Three Stack HVAC
Modification (DDO/ISS/IP)
Headquarters
143,000
3.
ODP 41S Hz UPS
Headquarters
400,000
Major RECD Projects To Be Completed During FY 1978
1.
OC/ISPB 60 Hz UPS Headquarters
632,000
2.
Expansion of Transformer
Vault C Headquarters
700,000 FY 77
3.
Waste Energy Recovery Study Headquarters
50,000
4.
Install sprinkler system,
new ceiling, and lighting
grid in GC03 computer ctr. Headquarters
100,000 FY 78
5.
Drainage and site improve-
ments at PF,PD, Garage,
West Lot, and Main Storm
Sewer Outfall Headquarters
250,000 FY 78
6.
Upgrade existing Powerhouse
boilers and install small
package boiler Headquarters
235,000 FY 78
7.
Outside Air Damper Modi-
fications funded by GSA Headquarters
200,000 FY 77
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Major RECD Projects To Be Comnleted During FY 1978 Con't.
8. Flushing of Secondary
Chilled Water System
(Induction 1NAC Systems)
funded by GSA Headquarters $ 100,000 FY 77
Major Projects Under Construction During FY 1978
1. Second 2500 kW Generator
(ODP) to be completed
VW FY 80 Headquarters 780,000
3. Project SAFE Facilities to
be completed FY 79 Headquarters 800,000 FY 77
a. 20,000 sq. ft. computer
center 1,700,000 FY 78
b. 60 Hz UPS 1,000,000 FY 79
c. 415 Hz UPS
d. Communications Buss
(access)
2. Third 2500 kW Generator
(SAFE) to be completed
FY 80 Headquarters 950,000*
*Included in funding below
Location Cost
Major Projects in Design of Planning During FY 1978
1. Project) (Facilities
Headquarters 300,000 FY 78
2. Correction of Electrical
Vault Short Circuit
Current Limiting
Capability Headquarters 500,000 FY 79
3. New Transformer Vault in
Headquarters Building Headquarters 2,400,000 FY 79
Major RECD Active, Long-Term Projects (funded[
1. VEPCO Substation Renovations
FY 78 Headquarters.
2. Install duplicate steam and
chilled water lines between
Headquarters & Powerplant Headquarters I , 0f?O, O00 i:'i
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 JJILDING
.DDRESS
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S E C R E T 18 July 1977
AGENCY LOCATIONS IN METROPOLITAN WASHI
TYPE
COVER USER SPACE
. Headquarters Bldg. EOP/CIA General Office
Langley, Virginia
Other
Parking
. Printing & Photography EOP* Logistics Office
Bldg., Langley, Va.
Other
Parking
5. Garage Building EOP Logistics Office
Langley , Va.
Other
Parking
Ames Center Bldg. EOP General Office
1820 N. Ft. Myer Dr. Other
Rosslyn, Va. Parking
5. Key Building EOP General Office
1200 Wilson Blvd. Other
Rosslyn, Va. Parking.
6. Chamber of Commerce EOP General Office
Bldg. Other
4600 N. Fairfax Dr. Parking
Arlington, Va.
`EOP means "Executive Office of the President" and as such correctly describes Agency space as
well as other space within the Executive Office. For this reason, it is not "cover" as the
term is literally applied. 25X1
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1. 1 1 It I. L t t 1 t. I
Central Building EOP/CIA OTS Office
2430 E. Street, N. IV. Other
Washington, D. C. Parking
9. East Building EOP/CIA OTS Office
2430 E. Street, N. W. Other
Washington, D. C. Parking
0. South Building EOP/CIA OTS Office
2430 E. Street, N. IV. Other
Washington, D. C. Parking
18 July 1977
S E C R E T
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t l .. l_ L. I I II t
S E C R. E T
20. 1000 Glebe Road EOP FBIS Office
Arlington, Virginia Other
Parking
S E C R E T
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SIGNIFICANT ACHIEVEMENTS IN FY-1977
1 AUG 1977
1. Engineering Support to Headquarters:
Engineering and particularly utilities support to Headquarters
elements continues unabated from last year. A major new computer
area for the Office of Data Processing (ODP) and new uninterrupt-
able power sources (UPS's) to support ODP and Office of Communica-
tions(OC) operations are now nearing completion. These UPS units
include a 1300 kVA 60 Hz unit, a 375 kVA 400 Hz unit, and a 1000 kVA
60 Hz unit; all installed at an approximate total cost of $1.6M.
A second 2500 kVA emergency generator to support ODP and OC has
also been procured and is now being readied for installation.
2. SAFE:
Preliminary facilities planning and initial engineering
design for Project SAFE are well underway. Design for a third
2500 kVA emergency generator to support Project SAFE has been
completed and the design for the modification of C Vault to
support the increased power requirements of Project SAFE is in
progress. Facilities expenditures for Project SAFE during FY-77,
78, 79 are anticipated to total approximately $3.5M.
3. Energy Conservation:
Based on a detailed engineering study sponsored by the
Agency, GSA has agreed to fund and accomplish the modification
of the Headquarters Building heating, ventilating, and air-con-
ditioning (HVAC) systems to minimize the use of outside air
thereby effecting considerable energy savings. This project is
estimated to cost approximately $200,000. The Agency is also
conducting a feasibility study to determine whether or not
classified waste generated in the Headquarters Building can be
used as fuel for the powerhouse boilers.
4. Community Headquarters Building (CHB):
Under the day-to-day supervision of two Division architects,
the renovation and occupancy of the CHB was accomplished in record
time at 'a cost of approximately $500,000. Additional life-safety
and security improvements will be made during the coming year
under the continued supervision of Division personnel.
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12. EAG Taskings:
Two major facilities studies were prepared during the
year in response to specific EAG taskings. One concerned human
factors and technology in external buildings, and the other the
feasibility of new construction at Headquarters.
II~
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I AUG 1977
EXPECTATIONS FOR FY-1977
3. At Headquarters, Division efforts to provide enhanced
utilities support to ODP will near completion, and the attention
of our Headquarters engineers will turn to implementation of
those facility modifications required in support of Project SAFE.
Particularly significant among these modifications will be the
expansion of C vault and the installation of two new 2500 kVA
generators. A major project will also be undertaken for extensive
modifications in the Printing and Photography Building, primarily
to comply with Occupational Safety and Health Act requirements.
4. Division realty officers, in addition to the normal
number of property acquisitions and disposals, will work to develop
methods and authorities to expedite the acquisition of routine
administrative space. Adequate authorities already exist for
the acquisition of space in support of operational requirements.
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Secret
Secret
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