Mr. DONNELLY. General Hardin, I think, has some observation to make on buying time. Has there been a request from the Secretary of Defense to accelerate construction, or buy time on a project since the enactment of this law?

General HARDIN. Not to my knowledge, although General Myers tells me there is one in process that I am not familiar with.

General MYERS. May I explain a bit? With regard to section 602. the cost-plus-a-fixed-fee contract at Tullahoma, the funds applicable there are not the funds appropriated by this law. This law is not applicable to that. The funds are prior-year funds. We have submitted only one and it is in process under section 603, and that is? Perrin-on the runway construction there.

Mr. DONNELLY. General Myers, as you point out, both provisions, sections 602 and 603, are limited in their application to the funds appropriated in this law.

Do you know whether the Secretary of Defense has as a matter of policy applied these restrictions to other unobligated construction funds?

General MYERS. To my knowledge, he has not, and the matter has not come up because we have definitely adopted this policy applicable to all funds, and any exception to that is definitely an exception, so there has been no occasion, I can say, for them to apply it one way or the other.

FEASIBILITY OF RESTRICTIONS

Mr. DONNELLY. General Myers, would you have any comment to make upon the feasibility or the practicality of restrictions embodie in these two sections, 602 and 603?

General MYERS. They are, in my opinion, absolutely feasible and what we will want to do in the execution of our construction program as long as we do not have an emergency that requires a rapid build-up And the basis that we are going on now is that we do not have such a emergency that requires a rapid build-up, a build-up beyond whe would be a good construction practice, a proper economical method o

construction.

Such a restriction, however, in time of an emergency could b disastrous. I have a presentation that I would like to make.

Mr. RILEY. Just one other question in regard to the subject unde discussion: You consider now that you have a firm program for th expansion of the Air Force and for providing the facilities that w be used for that expansion.

General MYERS. Yes.

Mr. DONNELLY. And that will eliminate a great deal of inadequat planning that has been subject to criticism in the past?

General MYERS. Yes, it certainly should.

I have a little something here that I would like to present havin to do with the construction lead-time requirements and the necessit for advance planning, and the question of why the peaking of con struction is necessary, if you would like to hear it.

Mr. RILEY. Without objection, the chart to which General Mye is referring will be inserted in the record at this point.

(The chart is as follows:)

NORMAL LEAD TIMES REQUIRED IN THE CONSTRUCTION CYCLES This has to do with the normal lead times in the construction cycles, It illustrates why construction funds are required at least 16 months in advance of the normal required construction-completion date and that planning funds are required at least 4 months in advance of that or a total of 20 months prior to normal required constructioncompletion dates.

Referring to the construction cycle at the top of the chart here, you will note that the construction time varies from 6, for simple construction, to 20 months for your more complicated structures with an average of about 12 months for your normal and simple masonry

construction.

Working back from the award date or the zero point in here, there is a period of about 11⁄2 months required for bidding and awarding contracts; and construction funds must be in the hands of our contract construction agency, the Corps of Engineers, before invitations for bids can be issued. This is also shown in the expenditure cycle in the center portion of the chart.

Prior to advertising for bids the project must be designed and this takes about 4 months, as shown in the construction cycle. At the time of approval of preliminary design plans, or about 21⁄2 months prior to the advertising date, we must have funds appropriated. This is to allow for the 21⁄2 months shown in the expenditure cycle to obtain an apportionment of funds and process the funds through fiscal channels to the construction agency.

Mr. DONNELLY. By apportionment of funds, do I take it you mean apportionment by the Bureau of the Budget?

General MYERS. That is right.

Mr. DONNELLY. As distinguished from the providing of funds by Congress in the appropriation act?

General MYERS. Right.

Referring again to the construction cycle, it takes about 3% months to prepare a design directive, process it to all field agencies, select an architect-engineer, and award an architect-engineer design contract. Funds for design must be available early in this period at the time the design directive is processed to field constructive agencies. The 3 months period must start as soon as we have an Air Force construction program approved for presentation to the Congress.

Prior to the design phase we have a master planning or development phase. This is shown in the construction cycle at the extreme left of the chart. This involves the selection of bases and the preparation of a master development plan showing where the various facilities, such as runways, aprons, field barracks, and industrial area, operational buildings, utilities and the various other features are best located in relation to existing facilities and the number and extent of these required facilities. The time required to prepare these plans varies from 4 to 12 months for the usual base and much longer for a complex technical facility such as the Arnold Engineering Development Center or the flight-test center at Edwards Air Force Base, Muroc, Calif.

These plans provide the basic master plan on which all the detail siting and design of the component facilities is based. The funds for this work are included in the master planning request.

The CMP cycle shown at the bottom of the chart is of interest. Our control material requirements must be submitted 5 months prior to the calendar-year quarter in which the materials will be needed. Therefore, we must have at least preliminary plans 5 months prior to the first 3 months of a contract. But the normal time after award of a contract to process approved critical steel allocations and obtain delivery is about 5 months, while for the more complex items it is 9 months. This is the reason for the dotted portions of the construction cycle which show from 3 to 5 months "control material program drag" in completing construction.

This portion of my presentation is therefore designed to show that we must recognize the lead time inherent in the planning and execution of a construction program.

NEED FOR ADVANCE PLANNING FUNDS TO CONDUCT ORDERLY PROGRAM.

Now, the purpose of this chart, sir, is to show that to conduct am orderly program we have to have planning funds out here, some 9 months ahead of time. We have to have construction funds in here some 4 months ahead of time, and tying back then into the second. supplemental program of 1951, we got advance planning funds in a prior program. We did not know what the program was going to be until along in December when we finally made it up, and at that time we issued advance planning directives to the Corps of Engineers. But we got the funds on the 6th of January about a month after ve issued the directive and we had a hurry-up program to get all this built which would take all of this time [indicating], and we had many cases where our requirement for the unit was 4 months from the date that we actually got the money, or 6 months. It was practically an impossible situation. That was the reason for the expediting of the work and the negotiating of the contracts and buying time under that

program.

Mr. RILEY. Without objection, the chart to which General Myers is now referring will be inserted in the record at this point.

(The chart is as follows:)