Case Study :
National Intelligence Agency, Washington, DC
Our first task? Develop a system of metrics and standards to better understand the organization’s existing real estate assets. This process revealed an opportunity for consolidation. One that could help the agency communicate more effectively, operate more efficiently, positively impact their bottom line – and better serve the country.
The agency’s $20 million space, real estate, and call center management software didn’t serve their needs. So, we built a new program from scratch. The software not only worked, divisions throughout the organization quickly adopted it.
04 Real Estate
The completion of successful projects created trust, growing our role and relationship with the agency. In response to heightened national security threats, the agency conceptualized an in-house real estate leasing unit in partnership with the General Services Administration — but needed help creating and executing the vision. Over the next several years, our team set the vision, hired staff, budgeted, acquired and managed a multitude of secure leases, tracked metrics, and successfully documented the program as a best practice for other divisions to emulate. Helping the client understand their real estate was a strategic asset helped them streamline their portfolio, saving them — and taxpayers — millions of dollars.
Over time, it became clear the agency’s circa 1975 headquarters, home to nearly 6,000 employees, no longer served their modern, post 9/11 mission: one increasingly focused on combating international terrorist threats and cyber crime.
This realization allowed us to provide additional value and support to the client as they planned for a new headquarters that would ensure greater security and help attract, nurture, and retain talent.
In addition, the 9/11 Commission mandated that communications improve across all intelligence agencies. This directive created a specific challenge for our client – a shortage of space meeting the appropriate facility security standards to achieve this new level of transparency. We responded to that deficit by developing a domestic and overseas facilities program to deliver secure workspaces that support the sharing of intelligence information – increasing secure workspaces from fewer than 1,000 to over 15,000 worldwide.
Planning for the design and construction of a new headquarters for any organization is as much about understanding culture, day-to-day operations, and mission as it is budget and future goals.
We've had the unprecedented opportunity to help the agency rethink the way their people communicate, work, and organize themselves to begin plans for a headquarters that’s relevant now and for the next 50 years.
What began as a real estate asset evaluation has evolved into an array of projects in which we have the rare opportunity to help a national agency redefine its culture, build new facilities, and fulfill its vital mission —
to keep us all safe and secure.
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