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Management of the military facilities procurement program. Final report (1971)

Chapter: Review of Construction Practices and Methods Employed by Other Federal and Non-federal Organizations

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Suggested Citation:"Review of Construction Practices and Methods Employed by Other Federal and Non-federal Organizations." National Research Council. 1971. Management of the military facilities procurement program. Final report. Washington, DC: The National Academies Press. doi: 10.17226/28198.
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Page 201
Suggested Citation:"Review of Construction Practices and Methods Employed by Other Federal and Non-federal Organizations." National Research Council. 1971. Management of the military facilities procurement program. Final report. Washington, DC: The National Academies Press. doi: 10.17226/28198.
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Page 202
Suggested Citation:"Review of Construction Practices and Methods Employed by Other Federal and Non-federal Organizations." National Research Council. 1971. Management of the military facilities procurement program. Final report. Washington, DC: The National Academies Press. doi: 10.17226/28198.
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Page 203

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I l l REVIbW OF LONSTRUCTION PRACTICES AND METHODS EMPLOYED BY OTHER FEDERAL AND NON-FEDERAL ORGANIZATIONS To provide the basis for a review of construction methods and practices em- ployed by non-military federal and non-federal organizations, many interviews were held with individuals involved m eit h e r design, construction, or acqui- s i t i o n o f f a c i l i t i e s for the Department of the Post Office, The General Service Administration, The Veterans Administration, the Department o f Housing and Urban Development, and several large non-federal organizations In addition, to pro- vide a greater.base,for the review, available l i t e r a t u r e was studied Results of the interviews and l i t e r a t u r e studies are summarized i n t h i s section A THE POST OFFICE DEPARTMENT The keynote function at the Post Office Department today may be summarized i n one word - change With the conQ)letion of the Kapel Commission Report i n 1968, and subsequent postal reform measures s t i l l i n process of i n s t i t u t i o n by the Post Office, and with needed incursions by the executive branch of government, which are presently being judged by the l e g i s l a t i v e branch, change i s very much the order of the day This report subsection w i l l discuss the organization of the Post Office Department, the new methods being i n s t i t u t e d f o r acquisition o f real property and real property improvements, new techniques and practices being employed m these a c t i v i t i e s , and some o f the problems and constraints experi- enced m the modernization of the postal operation Throughout these descrip- tions the elements of change are apparent, where changes are not obvious they are noted as di f f e r e n t from yesterday's methods 1 Organization The Post Master General and seven Assistant Post Master Generals of the postal functional bureaus are appointed by the President of the United States By f a r , the largest bureau i s the Bureau of Operations Fully 85% of the 716,000 employ- ees of the Post Office Department are enq>loyed by the Bureau of Operation The new Bureau of Planning and Marketing has been inaugurated withm the past two years t o determine Post Office Department's needs i n being responsive to public requirements The Bureau o f Research and Engineering has grown approximately 300% m budgeted a c t i v i t i e s and plays a t r a d i t i o n a l role o f undertaking design and development responsibilities f o r hardware mechanization u t i l i z e d primarily i n the postal processing a c t i v i t i e s The Bureau of F a c i l i t i e s has f u l l respon- s i b i l i t y f o r the acquisition of real property, real property inqprovements, and mechanization i n s t a l l a t i o n at a l l f a c i l i t i e s throu^out the country The organi- zation diagram shown on Figure 42 depicts the relationships of the Post Office Department bureaus and divisions of the Bureau of F a c i l i t i e s to the major func- t i o n levels 135

GENERAL COUNCIL POST MASTER GENERAL I BUREAU OF CHIEF INSPECTOR BUREAU OF OPERATIONS BUREAU OF FINANCE AND ADMINISTRATION! T BUREAU OF FACILITIES I I REAL ESTAlT] ACQUISITIONS ~ T ~ BUREAU OF RESEARCH AND ENGINEERING BUREAU OF PERSONNEL BUREAU OF PLANNING AND MARKETING EXECUTIVE SECRETARY PLANNING STAFF CONSTRUCTION ENGINEERING ACQUISITION L ^ j |DESIGN| [CONSTRUCTION I j PROGRAM MANAGEMENT | PROCUREMENT MANAGEMENT I ARCHITECTURAL ENGINEERING {STRUCTURES |—I SPECIAL PROJECTS 1 U T I L I T I E S FIVE REGIONAL DESIGN OFFICES [MECHANICAL! ELECTRICAL SPECIFICATIONS AND ESTIMATING H IMPROVEMENTS] F i g u r e k2 Post O f f i c e Department o r g a n i z a t i o n

The fvrat alternative (identtfied aa Alternative %nv0lve8 the leasing of additional apaae rather than the aonstruotion of a nea facility Additional aquare footage, reqieired to continue the present operation la to be leased and three additional letter aorting machines to be installed m that space These machmea are m addition to -the one 6-position machine now installed m the present facility, and are expected to coat approximately $551,000 The neu letter aorting madhinea to be installed in- clude a e-position nuxahine scheduled for installation m FY-I97la a 12-poaition letter aorting machine to be inatalled m FI-1976 and another l2-poaition letter aorting machine to be inatalled m 17-1978 The aecond alternative (identified as Alternative W propoaea the construction of a new facility It is estimated that a total capital investment of $6 9 million mil be required for the build- ing, including $551,000 for the installation of letter sorting machines, these machines are to be identical to those planned for Alternative #1, and are to be installed according to -tiie same a<Aedule The primary reason for the nea facility m this instance is the capacity deficienoiea of the exiatmg facility Thus, the bene- fits to be derived from the proposed new facility involve the remedying of these capacity deficiencies, and at the same time provide for irrprovement of environmental conditions The Assumption (1) It 18 assumed that the national bulk mail faoilitiea related to the area m whidi the propoaed new facility la located will be operational by the time the new facility la completed and ready for occupancy (2) Conaiatent with Aaaunption §1, the outgoing non-prcferential first-handling pieces were deducted form the total firet- handlmg piecea m oorrputing the mail volumea uaed m thia analyaia (3) The mail volumea used m thia analysis are based on present yearly volum projected for the period involved on the basis of a yearly increase of 5 7% aa apecified m Table I attatched to Section II of the Specificationa for Economic Analyaia (4) It has been asaumed that clerks, mail earners, and mail handlers will increase at the same rate that mail volum in- creases Thus, if mail volume increases 5 7%, it is assumed that the forces direatly related to mail volume, clexks, mtil earners, and mail handlers, will alao increase m num- bers at the same rate (5) It has been assumed that support personnel would increase m direct ratio to the increase m the activity m which they are involved Thus, if the space provided increases 25%, all 137

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