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istration, and guardhouse utilizations. Some are scheduled for demolition as other projects become approved for Andrews. All are far from adequate to meet the requirements of the Systems Command. Systems Command units are also occupying two permanent-type airman dormitories which were completed in 1958. These dormitories are badly needed by the Andrews Base command for housing of assigned airman. Reference to the Air Force Systems Command as an “administrative command” does not fully recognize the broad scope of responsibilities carried on at this major air command headquarters. The mission of the command is threefold. 1. To advance aerospace technology. 2. To adapt this technology into operational systems. 3. To acquire superior aerospace systems for use of Air Force operational forces. The first refers to the advanced research projects and research and development programs accomplished through the Research and Technology Division and various laboratories throughout the country. The second refers to responsibilities for innovation and for planning for new systems and the application of research knowledge into usable, practical Systems. The third refers to the responsibilities in Systems acquisition which give the command total responsibility for a new weapon or defense system from its concept through its delivery in an operational state to Air Force field operating commands In accomplishing these responsibilities, the command spends over 30 percent of the entire Air Force budget, or some $6 billion a year. The total people resources available to the command approaches 100,000 persons. The activities of the command literally encompass the entire world. The responsibilities inherent in these missions and scopes of activities are far more than those of a purely “administrative command.” The Systems Command, although tenanted on Andrews, must be kept quite distinct from the Headquarters Command, responsible for the administration of Bolling and Andrews Air Force Bases. The Systems Command headquarters is a fully integrated, functional staff organization whose elements cannot operate on a decentralized basis as suggested in the committee report. The Systems Command is already decentralized to the extent that it performs its missions through a number of subcommands, such as the Electronic Systems Division near Boston; the Research and Technology Division at Bolling; the Arnold Engineering Development Center in Tennessee: the Aeronautical Systems Division and the Foreign Technology Division at Wright-Patterson; the Air Proving Ground Center at Eglin AFB, Fla.: the Eastern and Western Test Ranges at Cape Kennedy and Vandenberg; the Aerospace Medical Division, San Antonio: the Missile Development Center, Holloman AFB, N. Mex.; Special Weapons Center, Albuquerque; the Ballistics Systems Division at Norton AFB, Calif.; the Space Systems Division, Inglewood, Calif.; and the Flight Test Center at Edwards. Decentralization of headquarters functions is not at all practical. The activities of the integrated Systems Command staff at Andrews include the management functions of planning, organizing, staffing, directing, coordinating, reporting, and budgeting. The effective functioning of the Systems Command staff requires that each staff element bring its functional talents into play at the same time on a given problem. Separation or decentralization of staff elements is not a practical solution to the command's space deficiencies for management functions. Since the submittal of the requested fiscal year 1966 headquarters addition in January 1965, the rapidly evolving events in southeast Asia have highlighted even more strongly our need for the requested addition. The southeast Asia situation and the national policy of controlled response have directly affected, accelerated, and emphasized all elements of the command's three primary missions—(1) advanced technologies must continue as rapidly as possible for application to new systems both for immediate use by forces in Vietnam and because of possible escalations; (2) technologies must be transitioned from research and development into new systems with minimum delay: (3) those systems now in the acquisition stage—ballistic missiles, new aircraft, electronic and space systems—must be completed at the earliest reasonable time so they can be available for use should further escalation occur. A principal example of acceleration of research and development projects is the identification of 25 ordnance items badly needed in Vietnam which must be transitioned from research and development to production in the miniumum time. A further example of our increasing workload is an eightfold increase from fiscal year 1965 to fiscal year 1966 in program totals for research and development projects directly associated with limited war activities. The only apparent future is for further increases with heavier and heavier workloads for all Systems Command units, including the headquarters staff. With increasing Workloads and personnel buildups concentrating on Southeast Asia, it is mandatory that we obtain maximum efficiency and productivity from all elements of the command staff. The present crowding and fragmentation of the Command headquarters do not contribute to this end. The requested fiscal year 1966 addition is urgently needed to assist in accomplishment of all phases of the AFSC mission. HOUSE REPORT STATEMENT

“The committee has approved $1,058,000 for Andrews Air Force Base, Md., but has denied the request for additional administrative space for Headquarters, Air Force Systems Command, and for officers quarters * * *. “When the Air Force Systems Command was moved to Andrews Air Force Base in 1958, the number of personnel requiring office space was 1,545. These personnel were located in permanent headquarters facilities consisting of 97,415 square feet. Since that time the personnel has increased to 2,070. The permanent office space now utilized totals 137,315 square feet and, in addition, 58,765 Square feet Of SO-called temporary facilities have been rehabilitated and made available for administrative space to accommodate these personnel. The committee feels that facilities now being utilized are adequate to meet the requirements of this administrative command at the present time. If additional facilities should be required in the future, consideration should be given to the decentralization of elements of this command, either at other locations in the Metropolitan Washington area or at other military installations where such facilities might be available” (p. 27). Senator STENNIs. Next is page 21. Colonel FENLON. This project is at Andrews Air Force Base, to consolidate into one building the headquarters for the Air Systems Command, commanded by General Schriever, Mr. Chairman. Representatives of General Schriever's staff are here to answer any questions. Senator STENNIS. Let them come forward, please. General CURTIN. Colonel Chamberlain, the System Command civil engineer is here. š. STENNIs. Speak to this point, but let me ask you one question. Just a very few years ago, this committee restored an item for the remodeling of a building out there, and I think it was two increments and the money was provided and I understood you financed the buildIIl Q. Does this building here involve that same building or a substitute for it, or what is the situation? Colonel CHAMBERLAIN. This particular project, Mr. Chairman, involves that same building, altogether with the two increments that you are referring to we have available to us some 137,000 square feet of permanent, suitable office space. This is the main headquarters which is close to one of the main gates at Andrews. The building that is referred to here is a very satisfactory building. However, at reasonable occupancy rates, it will take care of only about 1,500 people.

ANNEx TO ExISTING BUILDING

Senator STENNIS. Let me see if we can get it straight now. You have an existing, permanent headquarters building that was redone and it is in operation now?

Colonel CHAMBERLAIN. That is correct.

Senator STENNIs. You propose to take $1.6 million and put an annex to it?

Colonel CHAMBERLAIN. That is correct.

Sotor STENNIs. This is a new building that is going to be the all Ilex {

Colonel CHAMBERLAIN. Yes, sir; this will be connected to the existing building by an enclosed passageway.

Senator Sr.'s Nis, so to that extent, it is a new building :

Colonel CHAMBERLAIN. Yes, sir.

Senator STENNIs. But it is an adjunct to an existing setup 2

Colonel CHAMBERLAIN. Exactly, sir.

UTILIZATION OF WIDELY SCATTERED MOBILIZATION TYPE BUILDINGS

Senator STENNIs. Why do you need so much new space so quickly Colonel CHAMBERLAIN. Well, one of the big deficiencies of our command has always been the shortage of this type of space. We now have on hand a little over 2,000 people. To accommodate the 500 people who cannot be accommodated in this main headquarters building, we have been forced to use widely scattered mobilization type buildings that are located at various places around the Andrews installation. ome of these are as many as 4 or 5 miles from our main headquarters building. Many of these are buildings that have been intended for utilizations other than administrative space such as we are using them for. They were originally designed for such things as hospital use, classrooms, guardhouses, and this sort of thing. Now, we do have the benefit temporarily of two permanent airman's barracks which have been made available to us by the Andrews Base Command. These are badly needed by the Andrews Base Command for housing of assigned airmen. ... We intend to return these to the Andrews station as soon as we can find suitable space for our own

troops.
HOUSE COMMITTEE REPORT

Senator SALTONSTALL. Mr. Chairman, may I ask one question?

The House report says that when you originally moved out there you had 97,415 square feet and a staff of 1,545 people. Now, you have personnel of 2,070 which is an increase of 525, but you have had an increase in office space of 137,315 square feet, and 58,000 in another location.

I would think that under those conditions, unless it was very necessary this year in view of Vietnam and all of the other problems that we have, that this project could be deferred for another year, could it not?

Colonel CHAMBERLAIN. I could not say the world would come to an end if we didn’t get this. However, what it does force us to do is to continue operating under very unsatisfactory circumstances, which do not lead to the kind of efficiency and productivity that we would like to have.

USE OF PERMANENT DORMITORIES

Senator BIBLE. Could I ask one question? Colonel, on the bottom of page 21 of your reclama, you say you are occupying two permanent dormitories, and these dormitories are badly needed by the Andrews Base Command for housing of assigned all'IsleIl. Where do you put these airmen now if you are using the dormitories for headquarters? Colonel CHAMBERLAIN. I believe the Andrews Air Force Base is doing two things: permitting them to live off station or crowding up into the airmen’s dormitories that they do have available to them In OW. Senator BIBLE. How many would this normally accommodate—two permanent airmen’s dormitories? Colonel CHAMBERLAIN. I am not too sure. I would have to look it up, I believe it would be about 200 people. Senator BIBLE. Is that roughly 7 General CURTIN. It would be a little more than that. These will o opout 136 men apiece. The total will be almost 300, I would think. Senator BIBLE. I was curious if you are using two dormitories for headquarters purposes, where do you put the people who would normally go in the dormitories. You say some are offbase and others are crowded up. General CURTIN. That is the only alternative that they have. This was a judgment decision that had to be made by the command out there. It wasn’t a desirable one but there was no alternative to it. Senator BIBLE. They had to make a decision simply because they did not have adequate headquarters space? General CURTIN. That is right.

PERSONNEL INCREASES

Senator STENNIs. Why do you need so many more employees for this assignment? It jumped up 500 here in just a few years.

Colonel CHAMBERLAIN. You will recall we started the command about 1957 and moved them on down from Baltimore to the Andrews area, and we were just in the starting stages.

Now since that time, we have consolidated our respective general functions who used to be assigned to each of our individual subcommands, some 40 in number, and have concentrated them at the Systems Command Headquarters, thereby permitting an overall reduction in the number of people assigned to the Inspector General function.

Senator STENNIs. That is new testimony here. We did not have any like that. The House said that you increased your personnel there from 1,545 in 1958 to 2,070. Now, you have given a reason for that increase. Don't go back into when you moved there. You were there in 1959, with 1,545. Now you have 2,070. You want more space for them.

What caused you to increase that? You seem to have a good answer, and will you give it now?

Colonel CHAMBERLAIN. The increase occurred about a year and a half or 2 years ago. One of them was due to the consolidation of the inspector general functions I have just mentioned; and a second reason for the increase was the assignment of additional responsibilities to the command for certain procurement functions which had formerly been accomplished out of Wright-Patterson.

SPECIAL STATEMENT

SUMMARY of GRowTH, HEADQUARTERs, AIR FORCE SYSTEMS COMMAND, ANDREWS AFB, Md.

In June 1957, Headquarters, USAF, determined that the Air Research and Development Command, forerunner of the Air Force Systems Command, move from its location in Baltimore to Andrews AFB. The move of 1,325 officers, airmen, and civilians was accomplished in early 1958. By the end of 1958, there were 1,545 persons assigned to the command headquarters' new location at Andrews. From 1958 to 1959, the command in its new location underwent relatively minor strength fluctuations, adjusting the authorized personnel to varying workloads and the new Operating location. From 1959 to 1960, Headquarters, USAF, directed a general manpower realinement aimed toward reducing higher headquarters' strengths and increasing those of subordinate units. The effect of this realinement on the Systems Command Headquarters manpower allocations was a reduction of 162 persons. In 1960, difficulties in the activation of a growing number of ballistic missile sites caused the Air Force to reevaluate the respective responsibilities of the then Air Materiel and Air Research and Development Commands. In April 1961, Headquarters, USAF, announced a general reorganization creating the Air Force Systems Command and the Air Force Logistics Command, generally as presently constituted. Under this 1961 reorganization, the Systems Command became responsible for all phases of the acquisition of new systems from inception through turnover to field operating forces—including major procurement functions which had been formerly held by the Air Materiel Command. From 1960 to 1962, the command headquarters increased its personnel strengths by 211 persons. These increases were caused by the addition of a deputy commander for space within the Systems Command Headquarters, initial consolidation of the inspector general function from all subcommands into a centralized Systems Command inspector general organization, the addition of personnel to the headquarters computer center, an increase in the number of senior airmen assigned to the headquarters, and the augmentation of personnel services activities. From 1962 to 1964, the Systems Command Headquarters strength entered its greatest growth period, increasing by 709 persons. It was during this period that the command physically moved procurement personnel from Dayton, Ohio, to the command headquarters. During 1961 and 1962, the command had attempted to perform its procurement responsibilities with a split staff, some at Wright-Patterson AFB, Dayton, and some at Andrews. This was a totally untenable situation which could only be relieved by the physical transfer of persons from Dayton to Andrews. Further causes for headquarters personnel increases during this period were additional emphasis on limited war situations, further consolidation of the inspector general function, increased emphasis on industrial security, and the formation of a new Directorate of Reconnaissance Systems to the headquarters staff. From 1964 to 1965, the Systems Command Headquarters shows a net increase of only 64 persons. This increase is accounted for by increased staffs in the manpower and organization, DCS/Systems, and DCS/Comptroller staff units.

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