(Special briefing on the progress of Pentagon reconstruction and the proposed Pentagon memorial. Also participating: Deputy Assistant Secretary of Defense Bryan G. Whitman and Pentagon Memorial Project Manager for the U.S. Army Corps of Engineers Carol Anderson-Austra. Slides shown during this briefing are located at http://www.defenselink.mil/news/Jun2002/g020611-D-6570C.html)
Whitman: Good afternoon, ladies and gentlemen, and thank you for joining us this afternoon.
It was on February 25th that the first slab of new limestone was placed on the facade of the Pentagon. Today the last slab was put into place. To date, some 4,000 pieces of limestone have been placed on the facade of the Pentagon, drawing us one step closer to the final completion of the building.
Earlier today, a dedication capsule was placed behind the final piece of limestone to remember the victims of the Pentagon attack and to demonstrate our commitment and resolve to move forward. It was a symbolic representation to those who have made the ultimate sacrifice and to those who continue to serve. We will never forget those who died in the attacks nine months ago, and the dedication capsule placed behind the building today will serve as a future reminder to generations to come as to why America and the world united to fight terrorism.
The dedication of the Pentagon construction crews has been truly amazing as the rebuilding effort continues to be well ahead of schedule.
Today, Mr. Lee Evey, the Pentagon Renovation Program manager, the man who has been in charge of this rebuilding effort, is here today to give you a nine-month update on the renovation project and the rebuilding of the Pentagon. Following him, Ms. Carol Anderson-Austra is here also. She is the Pentagon Memorial Project manager for the U.S. Army Corps of Engineers, Baltimore District. Ms. Anderson-Austra is managing and planning the construction of a public Pentagon memorial that will be located outside the building. The Corps began planning for this memorial back in October of 2001 and is now at the design competition point. She will follow Mr. Evey and talk about this program.
Evey: Good afternoon. This continues a number of presentations that we've made on our program to try to inform you and the American public with regard to what we're doing with their money and the success of our program. I'd like to take you, if we may, just initially through some key milestones, things that have happened on our program over the past few months.
I don't think anyone will ever forget this sight of the building on September 11th, 2001. This is the kind of thing that you go through the rest of your life you'll always be able to remember exactly where you were at that moment when you saw that scene for the first time.
Our demolition started on October 18th. We actually delayed the start of the demolition for a little bit over a month. The reason for that being we quickly recognized that there was a memorial planned at the one-month anniversary of the September 11th attack, and we came together as a program and talked about what we thought was an appropriate mode of behavior for us, and we did not think it would be at all appropriate for us to be on one side of the building tearing the building down while people were on the other side of the building who had perhaps lost friends or loved ones in the attack. So we delayed the beginning of that demolition for a bit over a month, beginning the demolition on October 18th.
The demolition was complete on November 19th. That's one month and one day later. And as many of you know, it was estimated to take six to eight months for that demolition to take place. So we were very pleased with the rapid pace of that activity.
We also began our reconstruction on November 19th. This picture shows some of the rebar and the form work for the columns already going up on November 19th in preparation for the rebuilding of the demolished area.
The next key event was the installation of the first E Ring window. As many of you may remember, those windows are the blast-resistant windows that we place on the exterior, outer E Ring of the building. That first window went in on February 25th, a major milestone for us within the program.
The first slab of limestone was installed on March 4th(correct date is Feb. 25). That's myself on the right, and Ron Vermillion, a representative from AMEC Construction on the left. He and I put in the first slab of limestone. The workers subsequently told us we put it in upside down. We had a 50-50 chance and we guessed wrong. So with perhaps that inauspicious beginning, the replacement of the limestone on the exterior of the building began.
I should point out that, you know, the limestone serves no structural purpose in the building, it is simply a facade. At the point in time that the limestone installation began, for essentially all intents and purposes, much of the structure of the building, the actual physical structure that supports the building itself, was already completed.
We had a six-month anniversary -- I came back and talked to you at that point in time -- on March 11th. And we have a little inset there in the slide that shows the secretary of Defense, who was kind enough to visit our site that day, spent a great deal of time walking the site, shaking hands with the workers on the site, talking to individuals who were involved in the work activity at the location, et cetera.
You can also see in that slide our "Let's roll" sign had been installed by that time.
Most of you are familiar with that; that's the countdown clock that counts down -- will reach 0 on the morning of September 11th, 2002, 9:38 a.m. Today we have, I believe it's 92 days left in our work activities.
The next key milestone was the completion of the concrete work. That was finished on April 5th. And we have three photos here that I think are important. First, the largest is the concrete actually being poured onto the roof of the building. It's one of the final pours that we made on that day, April 5th.
The small picture to the upper right is another visit by -- that day we were visited by both the secretary of Defense and the deputy secretary of Defense. And we were putting on a luncheon for the workers on the site. We fed about 1,500 people that day. And they were kind enough to visit us at the site, walk through that luncheon, shake the hands of virtually every worker on the site, talk to the people, provide autographs, et cetera. A lot of support from top management within this building.
And the bottom picture is a country-and-western band that was provided for that luncheon courtesy of the United States Marine Corps, which the workers enjoyed a great deal. At that point, the structure was essentially completed.
Now, today we did a couple of things. We, of course, had a whole series of interviews this morning with various news media leading up to the placement of the piece of limestone. And I was, personally, kind of shocked when I first saw that piece of limestone because I'd already forgotten just how dark, how damaged the building was September 11th. And the contrast between that old piece of limestone, which was never cleaned, which we had retained for this purpose for all this time, and the new building, the new limestone around it, is quite dramatic.
Also, the next upcoming milestone will be September 11th, 2002, the first-year anniversary of the attack. And as the little arrow shows, it's our expectation that we will have the E-Ring portion of the building, that we have rebuilt, what we call the Phoenix Project, we will have that E-Ring portion occupied at the area where the aircraft hit the building on the morning of September 11th. And I must emphasize that that's not that we scoot a couple of folding chairs in there and a couple of card tables and people sit there and pretend to work. We intend to have real people, real furniture, real equipment, real computers, real printers, real telephones, real servers, and they're going to be performing their mission. That's our expectation by September 11th.
We will not have the entire Phoenix area repopulated by that point in time. That repopulation will lag by several months. But at that point in time, we will start very aggressively moving people into the building at a very rapid pace.
I had also mentioned that right now as we speak, we have already moved about 2,000 people back into the building, in portions of Wedge 1 and Wedge 2. Those are on either side of the Phoenix Project, areas that were badly damaged, they suffered water damage, they suffered smoke damage in the September 11th attack. We already have about 2,000 people back in those areas, and we continue to repopulate those areas rapidly.
Now, we've gotten a lot of questions about how we've gone about doing this job as rapidly as we've done it, and I'll try to simply but, hopefully, accurately try to depict what it is that we've done. I have here two characterizations of the type of work that you do. There's a certain sequence that you go through. You have move-out of personnel that are in an area; demolition and abatement; core and shell, which is the actual physical structure; tenant fit-out, which is the secondary utilities distribution; information management; telecommunications; furniture; and then move-in. That's kind of the sequence the work goes through in doing a renovation or an improvement in the building.
And basically what we've done is we've collapsed what was a three-year project in Wedge 1 into a one-year project in Wedge 2. And you can, just by looking at it, kind of understand how we changed the sequence of work. In Wedge 1, work had a much more serial nature. You did one activity, and then you did another activity, and then you did another activity, and you didn't have much in the way of what we call a waterfall, which is where you do those things concurrently. In order to do this work in one year, we have quite a steep waterfall, and we do many work activities concurrently. They're all going on at the same time. That can be a risky way of doing business, because if you think wrong, plan wrong, guess wrong, then you get to do it over again. And if you let that process gets out of control, you can do it over again and over again and over again. So we've tried to manage this project as carefully as we possibly could, plan it as well as we know how to, to ensure that those kinds of things don't happen.
Next I look at the particular things that we did and talk about how we brought them down. The demolition and abatement in Wedge 1 took two years. In the Phoenix Project, it took one month; core and shell construction, one and a half years, down to a half -- five months, essentially half a year. Tenant fit-out construction went from one year to six months. IM&T went from one year to five months. Furniture, fixtures, equipment went from nine months to three months.
Now specifically, what we did to make that happen was, first, we coordinated with our stakeholders. The way that we operate our program is through what we call integrated product teams, and we invite onto those teams stakeholders throughout the building. Our customers, people who are going to live in the areas, the people who maintain the building, et cetera -- we get all of them onto our integrated product teams and work together as an effective team.
Everyone has talked about the motivation that people have on that project, and believe me, you will not probably ever step foot on another construction project in your life that has people as motivated as the people are on that project right now. People don't really pay that much attention to what their title is, what their job is and, you know, what they've been specifically told to do, what the normal constraints are in the way that they operate. Everyone's there to make that project successful. They pitch in, they work, they help, they support one another, and it's been very, very effective.
Incentives. We've written our contracts to do this work with a series of incentives -- incentives to first provide us good performance and effective performance and high-quality construction; and secondly, incentives to save money. And it's been very interesting to us to see how those contract vehicles have operated through the performance of our work.
We've attempted to set very clear goals, set forth the work in a very clear manner, so that people understand exactly what it is that's required of them, and we have as little lost time and work accomplished -- that we have to re-accomplish over and over again as possible.
And finally, teamwork. And I've talked a bit about this, but very briefly, we try to manage well, and managers plan, organize, coordinate, direct, and train. That's what managers do, and we've tried to do that very effectively.
Secondly, I emphasize and require from my personnel on the program leadership. And leadership is different than management. And so, leaders have to have a clear vision. They have to have the guts to implement that vision, even if they're not absolutely certain of success. They have to be able to communicate that vision effectively so that people understand what's required of them and can perform. They have to be able to establish teams, establish those teams so they can operate effectively. And then, finally, they have to be able to communicate with people and they have to be able to provide people incentive and inspiration. And those are the kinds of behavior that I require from my subordinate managers in the program.
All of those things together have made this program successful. Lose one of those things and the program would not have achieved the success that it has.
This is, next, a work sequence, and it kind of lays out what we've already gone through, and is showing the sequence of how you put the work together. Where are we now? If you look at where we are on those things, if you look at demo, abate, and core and shell, and tenant fit-out -- next slide please -- information management, telecommunications, furniture, et cetera.
We have the demolition and abatement completed. It's 100 percent done. We have the core and shell work, the basic structure and the primary utility distribution 100 percent done. That's finished, okay. The tenant fit-out is around 20 percent overall. Information management, telecommunications is a bit less than 20 percent overall. That's where we are in the entire Phoenix Project.
I would mention that today, with the placement of the last piece of limestone, we're going to make one very visible change to the way that our project is visible to the outside world. For 273 days, every single night, we've had spotlights on the outside of the building. In many instances, we had people working up on the side of that building in those spotlights. Tonight, the lights go off. The story outside the building is over. We've completed that work. And except for a few modest things that we're doing on the exterior of the building, that work is completely done.
The story now moves to the inside of the building. That's where the challenge is. That's where our story will be told. And that's where our success must be achieved.
If we look secondly at the Phoenix Project, on the E Ring, where we want to move people in by September 11th of next year, we find that the tenant fit-out right now is about 70 percent complete, the information management and telecommunications about 40 percent complete. That leads us to believe that we will be successful in completing those areas and being able to move people into those areas by September 11th, 2002.
Now, going through some of those key work activities and what they are. Demolition and abatement is something that you saw every day for one month and one day, and you have a pretty good idea of what that was in this project, tearing the building down. With regard to core and shell construction, that's the actual physical shell of a building -- the concrete, the rebar. Now the building of the primary utility distribution within the building. The tenet fit-out of the secondary utility distribution and the construction of things like wallboard, gypsum board, et cetera, placement of the electrical outlets, et cetera. Information management and telecommunications -- the servers, the wiring, the optic fiber, et cetera, to support those activities within the building. Then the furniture, fixtures and equipment, which finally ready the area for the people to move in.
Another question I frequently get is, "So how much is it going to cost?" Our estimate about three months ago was it was going to cost somewhere in the neighborhood of around $740 million. Right now it looks like it's going to cost about $501 million. We've been successful in negotiating prices down and achieving very effective capability, performance out of our contractors, and so we're very pleased with those numbers. Of the $501 million, we've actually experienced about $400 million in cost to date.
Next I want to walk you through what we do to track our program. This is what we call an earned-value analysis. It's a kind of a standard management approach, but it gives you a good visual idea of where we are in the program. It's two curves, what we call a banana curve. You have a lower curve, which is our schedule, and that's the schedule that we track everything against. And we have an upper curve, which kind of depicts the ideal world -- if everything were absolutely perfect; you weren't really dealing with human beings, and everything went exactly as you planned, you could, in theory at least, achieve that top line. The trick, of course, is to be somewhere between those two and never below the bottom one. And in the centerline, you can see where we actually are. That data is about two or three weeks old, but it hasn't changed substantially since then.
So you can see that for a long time we actually hung right along the very top curve, kind of a theoretical curve of how good you could possibly be. We have dropped off of that a bit, but that still represents extraordinary performance. We're very, very pleased with that performance. And even if we were all the way down at that bottom line, we would still be on schedule to accomplish this project on cost and on schedule. So we're very pleased with that rate of progress.
Now we've done a number of other things, as well, and we've done these things as a result of working with the Army Corps of Engineers, especially their Vicksburg office, doing building analyses after the September 11th crash, and also interviewing people who were in the immediate area of the crash on September 11th. So I want to kind of go over with you just some of the changes that we're making inside the building to further improve the building in the future should it ever be subjected to a similar type of attack.
First is CMU walls, concrete masonry unit walls. These are filled with concrete and rebar -- steel -- to make them very, very tough, and we've added a lot more of these walls inside the building. So, many areas that in Wedge 1 were simply wallboard are now being replaced with CMU walls to toughen up the interior and make it more resistant to attack.
Another thing that we're doing, and you've heard me talk about this, is the photo-luminescent signs. This (is) a signage that does not require electricity; it glows in the dark. But it glows in the dark much, much more brightly than your key chain that you carry around that glows in the dark. This is very, very bright stuff. And you can see in the photo on the right just how bright it is. We've done some experimentation with this now. Fortunately, a number of people in the building, a lot of people in the building who were in the immediate area of the crash on September 11th volunteered to assist us with this process. And we go into the area, fit it out, turn off the lights, simulate a crash environment, attack environment, and then they would go through what they went through on September 11th, which I'm sure must have been psychologically not a lot of fun for them, and then come back and report to us, "I think this would work," "I think that wouldn't work," and help us make that process and that signage better. So we think we've got a pretty good layout for that now. And we'll be putting that in the building as we go through the renovation around the building.
Another thing that we've done is add additional standpipes, additional feeds for the water sprinkler system to combat fire. We had some cases where the pipes that were feeding the standpipe system were severed by the aircraft as it entered the building, and so not everywhere was the water sprinkler system totally operational. So we're adding additional feeds to that system so that even if one is severed, it will still have an alternative feed.
Another thing that we're adding is what we call half-corridors. And we show them highlighted here in color. These are additional radial corridors. That's a corridor that goes from the interior of the building to the exterior of the building. Right now we have -- at each corner, the five sides of the building, we have two radial corridors that go out at those corners. What we're doing is adding an additional -- we're adding five additional half-corridors in between those areas to provide additional ways out of the building for people in case of a catastrophic event such as we suffered on September 11th. We believe this will provide much more effective egress for people in the building.
Another thing that we've done, you may already be familiar with the remote delivery facility, which moves truck deliveries outside of the Pentagon now to a remote delivery facility so that packages and vehicles are inspected and reviewed before anything comes into the building. And we connect that facility to the building with a tunnel so that once something comes into that building and is off-loaded, it never again exits the building. It stays within the confines of the building itself.
Now, in addition, while doing all of that for the Phoenix area and the recovery of Wedge 1 and Wedge 2, just to allow people to move back into the building and continue their mission, we've already moved out on renovation in Wedge 2, which was the next area to be renovated. So, in approximately half of the Wedge 2 area, we have already completed all the demolition and abatement in those areas. This has been very much overshadowed by the activity that's underway in the Phoenix Project, and quite rightfully so. That's captured America's attention. But in Wedge 2, that demolition and abatement process has already been completed.
Another thing that we've done in that area is we're very dramatically changing the way that we're doing the furniture and the interiors. So, we've done mock-up offices; we've done experimentation. It's a lab that we've set up inside the Wedge 2 area to try different ways of constructing the building to try to make sure that when we move into Wedge 2 and start doing that construction that we are as efficient and effective as possible with your tax dollars.
Another thing that we've done is look very closely at improvements that we can add in terms of force protection. I think all of you know that we used a kevlar-type of cloth in Wedge 1 to help prevent fragmentation of masonry. And we're looking at alternative coatings and procedures that can be used that would be even perhaps more effective than the kevlar cloth in subsequent wedges. So, if you go through the areas, in some places, it looks a bit like a patchwork quilt where we've tried different things determining which ones are going to be best.
We're completing that tunnel, that connector, from the remote delivery facility into the building, and that project is already underway and moving out quickly. In addition, in response to direction from Congress to accelerate our program by four years -- often I'm asked the question of how long is September 11th going to delay the completion of our program? Well, in fact, Congress has come to us and directed us to complete the program four years earlier than was originally planned. So, instead of completing this program in 2014, we're striving to complete this program in 2010. And what that means is that both in basement segment 3A1 and in basement segment 2A1, we've already done a tremendous amount of demolition and work in those areas, moving out very, very rapidly to prepare those areas for additional rework, reconstruction and acceleration of the program.
Support. Support from the public, support from within the Pentagon and the Department of Defense and the military services has been phenomenal. On the B Ring side of the building facing the construction, the construction workers were constructing Rings C, D and E. So, they were working in areas where they could look over and see the windows in B Ring, where we had already moved people back in shortly after September 11th. Soon, there began to show up all these signs from the people living in those areas, you know, saying, "You're our heroes," and things like -- you know, it was really kind of neat. The construction workers put up their own signs, too, saying things back. Ours were misspelled, but -- (laughter) -- the thought was there, you know. And I particularly like -- I know you probably can't see what's written there, but the photo that's on the upper right, it says something like, "Super job! Very impressive" -- it's a Navy office -- "Wish you were working in our naval shipyards." (Laughter.) So, it's kind of a nice sign.
We received a congressional commendation, passed unanimously by Congress, as a commendation for our program. And the congressmen involved came over to the building and presented it to the workers. They were also accompanied by Bo Derek, who's on the right. And to show you how much I sacrifice for this program, I stood with the congressmen while my people got to go meet Bo Derek. (Laughter.) So, there's nothing I won't do for this program. And you know, that kind of support is once in a career, once in a lifetime. And it is very meaningful to the people on the project.
The next picture is -- we got these cardboard boxes, just boxes that showed up. And this was from the Officers' Spouses Club, Scott Air Force Base, gloves for the workers, each one with a personal note for the workers inside.
The next is really neat. Some of you may have covered this. This is a picture of the students from Warfield Middle School in Warfield, West Virginia, accompanied by their representative, Representative Capito. They gave us a $10,000 check, money that they had raised. That's a lot of pies; that's a lot of cars being washed and yards being mowed. Those 220 students, they raised $10,000. Representative Capito supported legislation in the Congress that gave us special authority in our program to receive donations from the American public, and this was one of the first we got -- $10,000 from Moorefield Middle School. Very much appreciated.
Next is a picture -- this came -- these are a series of buttons, these are buttons that were made by Shirley Catanzaro and her family, her daughter, Gayle, her husband, Scott, and her son, Chandler, came to the program and handed these buttons out in support of the workers. And here they're giving a button to Mike Yaw (ph), who has recently taken over as the head of the Phoenix Project.
The next picture is also kind of neat. This is Parkside Elementary School, which raised $515 in a penny pitch. I'm not sure what a penny pitch is, exactly. But they took the $515 and they went out and bought pizza for all the workers on the site, and then they showed up and passed it out to the construction workers. They're from Spotsylvania County, Virginia, by the way.
We've gotten a lot of industry support for our program as well. This is a picture of a Sherwin-Williams Company that gave us -- donated to us, free of charge, 10,000 gallons of paint to be used in the rebuilding of the building. And we very much appreciated that. And in the insert, I'm rolling it on. You know, you feel a little uncomfortable when you're rolling on paint and there's a senator standing next to you, he's probably got a $700 suit on. (Laughter.) But Senator Voinovich and Senator DeWine, from Ohio, came and represented their state, and also Sherwin-Williams, and helped put on the first few rollers full of paint on our program.
I should also mention some special paint that was developed by the University of Southern Mississippi. It has special environmental characteristics. And we're working closely with them to help them in the development of that special paint.
This is a picture of a company, Bentley (sp) Systems, Incorporated, represented here by Jerry King (sp) and Dennis Pettit (sp), who gave us a check for $25,000 to our program. Very much appreciated.
And also very much appreciated, finally, is a chart that shows the prime contractors and the subcontractors who have worked so diligently, they've worked so hard to make this program come together and be successful for the American people.
And all together, we've had about 3,000 people work on this program at one time or another. And every single one of them has just given tremendously of themselves. You couldn't have asked more of any work group ever, anywhere. I'm very appreciative, of course, of what they've done, and I'm very appreciative of what this building has done for us -- the leadership in this building, the leadership of every one of the services. And finally, for the support from the American people.
Thank you very much.
Anderson-Austra: Good afternoon, everyone. I'm Carol Anderson-Austra. I'm project manager for the Corps of Engineers' Pentagon Memorial Project.
We're happy to announce that we are opening a competition to accept artistic concepts and ideas for the Pentagon Memorial. We have a poster, you can see here, that we're going to send around to all kinds of schools -- architecture, landscape architecture -- to anyone who's interested in that. And I must say, even though we're just now opening this competition, we have had a lot of interest already.
I tell everyone, someone from Houston, Texas, found my phone number and called me at home at 8:30 one evening and said he had the design. And I'll tell you, though, we didn't wake up yesterday and say we're going to have a competition for this. We've been working on this since shortly after the attack. As Lee said, he had his team together, so he was amazing in what he could pull together and get going. We didn't have that team together, but there was absolutely sort of a universal interest in doing something, marking the spot. I'm sure most of you have seen the bouquets, the teddy bears, the signs that are everywhere, in the clover leafs outside the Pentagon, and to me that represents the universal impulse to mark this spot and the importance of it.
What we did, with the Corps of Engineers and with the support of the Washington Headquarters Services at the Pentagon, was to begin to plan what we should do. There are a lot of ways to get a design. You can think of a lot of them yourself. You know, you can pick a half a dozen top firms to do it. But what happened with us was that everyone had an idea, from young people, Corps of Engineers generals, contractors who had worked with us in the past, and so it became pretty clear pretty quickly that we needed to have an open competition. That's what we're beginning right now.
We've been planning since the beginning. One of the first things we did was to meet with people, representatives of the military services at the Pentagon, and the Pentagon offices. I think Lee sort of alluded to this. The people in the Pentagon who have worked together for 30 years are really family, and those people are very interested in what's happening with this memorial.
I can give you a little background and say the first impulse was to do something very quick, very simple, very small. But, you know, when we talked to the families and other people, they didn't want something large, but they wanted something that was kind of perfect. So, how do you find what's perfect?
Number one, you have to talk to folks, to the families. And we worked closely with the offices at the Pentagon. There's a family steering committee that was pulled together by the Office of Family Policy here in the Pentagon. They were really instrumental in hooking us up with the representatives of the families, who were ready and able to talk to us. Some people still are not able to deal with a memorial, the concept of a memorial. But these people -- we have probably a dozen people that we meet with monthly on a regular basis, and they are a steering committee. They help us a lot.
Another group that we meet with regularly is the focus group, which is representatives of the military services and all the Pentagon offices. And a number of people in this room are on that group.
I need to tell you that this design competition or this artistic- concept design competition is open to everyone for various reasons: Number one, everyone is interested. Every school kid, every architecture student, every huge architecture and engineering firm is interested. And, you know, how do you sort through that? Well, we've taken it on ourselves to have this open competition so that anyone may enter. We're opening it now. We'll send out our design-information package, our program package, shortly, when people contact us. There'll be a Web site, and also, they can get it through the mail.
We expect a lot of interest. We've probably already had several hundred inquiries. And our advisers have told me -- they said, "Carol, if you get, like, 500 submissions, you'll be really busy." Well, I have an idea that we're going to get a lot more than 500. But we'll deal with it. And the reason why we're willing to do that, of course, is that we're hoping that that's the way we'll get the very best idea -- the very best idea -- whether it comes from a huge firm or a student or a class of young people or a truck driver somewhere in Oklahoma or Missouri. You know, anyone can have this wonderful idea.
So what we're going to do is ask them to send us their ideas. We will have a jury that will gather in early October. And the jury will -- it'll be professional designers, as well as Washington people and a representative of the families. Those folks will review every submission that comes in. And I think we're going to have to feed them really well, because I think their work will be cut out for them.
They are going to winnow those designs down to probably five or six. We say at least five semifinalists. We will give those folks some money to cover their expenses and ask them to go back and develop their ideas more and to create a model and to also work with the families, so that the families have input at every stage of this.
Then, when we have those top final concepts, the jury will again meet and work with the families and select the winner. We think we'll get all of the submissions in for this first phase by September 11th. They have to be in to the right address by 5:00, Eastern time.
After that, we will do the jurying, and we will give the semifinalists maybe a month or two. I think it's in our schedule, but I can't tell you exactly the number of days. And those folks will then come back and in like mid-December, we think, we can announce a selected winning design.
It'll be exciting. Everyone is welcome to enter, so put on your thinking caps and send us your designs.
The Corps is really pleased to be participating in this, and Lee Evey, you're our inspiration on how to do things. We haven't -- we don't have the same job that you have, but I must say his organization has really helped us a lot.
And just let me tell you about the site. The site that has been selected is close to the impact area. As you know, that is now covered with construction equipment. It's a construction staging area. And it's kind of tricky to say, "Folks" -- to the contractors, you know -- "can you move over and give us a little area here, so that we can construct a memorial?" In my mind, that is a major contribution of the construction team -- the fact that they might be able to move their equipment over and give us room to construct this memorial.
I also think it's a gift to the families and the survivors and the American people. Most of you have probably seen visitors come off the Metro station at the Pentagon and make a beeline for that impact site.
When we were looking at sites, we evaluated about 10 sites, but the one that was the clear winner, according to the families and everyone, was this one close to the impact site. And one of our family members actually said the site was selected on September 11th. That's kind of a difficult argument to refute.
Whitman: Carol, why don't you stay up there? Lee, if you would like, we'll take questions for either one.
Q: Yes. So that's -- so, Lee, I guess the first question is for you. You're putting the heliport back? And the second question is, is the heliport operation going to sort of impact where the memorial is -- (inaudible)?
Evey: No, I think decisions on the heliport have yet to be made, and we're going to have to come to grips with exactly how helicopter operations will be conducted in the future. The decision with regard to the placement of the memorial clearly has to be considered in looking at the future use of that area for heliport. But we've not made a decision on that yet.
Q: Are there any parameters at all on these designs, or is it completely open? I mean, is there a money limit? Are there certain elements that you want included?
Anderson-Austra: Actually, within a week, we'll probably have that information up on the design Web site. And I think that the Web site address is in your handout. We are looking carefully at that. There are considerations such as height limitations, because this is on an approach area into the airport. So we will give the designers certain guidelines. But at this stage, we're really looking for a vision -- something -- an artistic vision, not a plan. You know, so -- you know, any vision like that can be adapted when you get down to the nuts and bolts of doing construction drawings.
Q: You're right alongside a major highway there. What kind of provision are you going to be able to make for the public to actually get to this memorial, especially given the concerns that we have now at the Pentagon, in terms of public access?
Anderson-Austra: Right. Security was certainly a major consideration for us. When we did our site evaluations, we had about 15 considerations. Security was one of them. Any time -- our directions were to have something close to the Pentagon. Well, anything close to the Pentagon is going to have security considerations. And actually, at the 10 sites we looked at, there was no simple site. Every site around the Pentagon has security considerations, access considerations, utilities. Anything you can name is going on around the Pentagon. You know, there's no open little meadow that you can develop. When we're looking at this for security, we know that there will have to be a buffer between the buildings and the memorial site -- just to answer the security question.
Regarding access, it's certainly not an open situation, like on the Mall, but there is pedestrian access from the Hayes Street parking, across the highway, through the tunnel. There's also limited access in parking in the south parking lot. And some of these things we are going to pursue more in the future. For now, as I said, there are several pedestrian accesses from the Metro, for instance. There's a steady stream of people who get off the Metro and walk over there.
Q: Lee, I understand -- (inaudible) -- that, through good negotiations, that you've gotten the cost, as you put it, I think around 501 million. But aren't you going to spend, like, about another 230 or 40 on improvements that you wouldn't have been able to make?
Evey: Yes, sir.
Q: So it will eventually cost about 740; you'll just be able to put that extra money into the improvements.
Evey: Yes. Money that we save from bringing the price down we will certainly look at putting into the force-protection improvements we are making to the building. Okay?
Q: Mr. Evey, you said that last night that the lights --
Evey: -- will be on the exterior.
Q: -- will be on the exterior.
Evey: Yes, ma'am.
Q: So what was being done last night that (y'all finished?) with the lines down? You were finishing up?
Evey: Yes, ma'am. We were -- we'd put the lights on starting September 11th. Often those lights were there for people who were working at night. We no longer need them for that purpose.
And also I think symbolically, the game -- the action, the requirement, the work, the need -- is now inside the building. I know this morning when -- if you came up Route 27 early in the morning, like when I get here, you could see the lights on inside the building, you know, in the offices that we're building, and it's no longer just the construction lights that are strung up, it's lights inside offices. And it almost was a danger out on the highway because people coming up Route 27, when they saw the building this morning and those lights were very, very visible, I think for the first time, they immediately slammed on their brakes as there were cars stopping all over Route 27 to look at that. And I think we need to emphasize the interior of the building now. The work on the outside's finished.
Q: Was there anyone doing work on the outside last night, or were they just still on just to be on?
Evey: I think they had some final work -- the last work that they were doing was taking down the supports that had supported all the scaffolding that they had used, and we've been taking that down over about the last week and a half or two weeks. And I think the final of that came down last night.
Q: I know Arlington County's interested in a memorial also. Have you guys coordinated with them?
Anderson-Austra: Yes, we have. They have a task force, and they are now working with our focus group. And as I said, that focus group includes a lot of folks, from NCPC (National Capital Planning Commission), CFA (Committee of Fine Arts), Arlington County, Arlington National Cemetery, the Pentagon Renovation Office, and a lot of folks who just have key information and a real interest. And we will work -- continue to work with Arlington County so that we don't -- so that what we come up with, each of us, sort of enhances what the other group does.
Q: When you look at the facade now, at the limestone, Mr. Evey, there are differences, you know, between the new slabs and the old slabs, and some of them look like they need to be polished off or something. When it's all done, will it all look the same or will you be ale to see a difference?
Evey: You can see a difference right now. And I've learned a lot more about putting in limestone than I ever wanted to know. But there's kind of a debate as to whether or not you should try to cut and color to match the existing exactly or whether you should match what was originally put in and then allow it to weather to match. And clearly what we did here was we tried to match what was originally put in, and that is going to require some period of time for weathering so that it will match the original building. We believe, since we cut the limestone from the same vein that the original limestone came from, and since we spent a great deal of time trying to make sure that both the surface texture as well as the striation and coloration of the limestone was as close a match as we could possibly get to the existing on the building, that it will over time color to match the existing.
I talked to the owner of the company, Will Bivey (ph) -- it was Bivey (ph) Stone that we got the limestone from -- this morning on the site. His estimate was that in 10 years, you won't be able to tell the difference between what's old limestone and what's new limestone.
There's an alternative to that. Sometimes people try to color and match so that when you put it in, it's a perfect match now. The problem you have with that, of course, is as the new limestone then ages, it then changes to a different color, and once that change takes place, it's a different color forever.
Q: The things that you did to speed up this project, in terms of the Phoenix Project, are you going to apply that as you go around to the other wedges of the building? Are you going to renovate them in the same way you've built this Phoenix area?
Evey: We are doing Wedges 2 through 5 in a fundamentally different way than we did Wedge 1. The Phoenix Project is almost a hybrid between the two. Wedge 1 represents a much more traditional way of doing business than we will be doing in Wedges 2 through 5. The way that we've written the contracts in Wedge 2 through 5, the ways we conducted the competition, the ways that we selected the contractors to do the work, all place an emphasis on ingenuity, creativity, they place strong incentives on the contractors for problem-solving, for efficiency and effectiveness in the way that they do work, for quality of construction, et cetera. And I could spend a lot of time talking about that, much more than you would want to spend on it, I'm sure.
What we did in the Phoenix Project is kind of a hybrid somewhere in between the two. We had to essentially recreate a portion of Wedge 1 that had been destroyed; and we had to, in doing that recreation, ensure that what we put in matched up perfectly with Wedge 1, portions of which were still usable. So that placed constraints on us with regard to what we could do with changes in technology, changes in construction approach, et cetera. In Wedges 2 through 5, we have greater latitude, and we anticipate that we will be going about doing that work in a much more aggressive manner.
Q: Mr. Evey, you mentioned one of the signs in the windows, that you wish you could be -- (off mike). I was just thinking that, the way that progress has gone so well, do you expect that this might be used as a model for other government construction contracts? Have you been approached by other agencies?
Evey: We spend a great deal of time not only on government organizations but with private industry organizations as well, communicating with them with regard to the techniques that we use, especially the acquisition approaches that we use and the contracts that we write. We spend a great deal of time trying to communicate as well as we can with those organizations and communities. Whether people will change the way they do business or not is speculation on my part.
I will say that in general, there's a great deal of interest being paid to what we're doing, the success that we're achieving.
In general, there are three things that characterize construction: cost overrun, schedule delay and litigation. On our program, we have not had cost overruns, we have not had schedule delay, and we have not had litigation. That makes us a little bit odd.
So people are paying a great deal of attention to what we're doing, but it would be speculation on my part as to whether or not they'll really adopt those things.
Q: I have a question about the memorial. Will there be any special outreach to military members to get them to submit design proposals, any emphasis on trying to get service members involved in this process?
Anderson-Austra: Well, no, not really, because we're trying to make our outreach as broad as it can possibly be. You know, I guess we do have the military service representatives who are part of the focus group, who meet -- that meets together with us. And I know the news goes out in some of the military newspapers. So we're just hoping the word gets out and everybody who has an idea will send it.
Q: Will the memorial here have any connection to the memorial being planned in New York? And are you coordinating with them at all?
Anderson-Austra: We are in sort of unofficial communication with people who are working both in Pennsylvania and New York. Certainly this is, in one way, one tragedy, but the Pentagon or each of the locations is quite -- you know, it's really unique, too, in what happened and the results and just the whole situation, the conditions of the land and the people who were involved. So we are coordinating unofficially with them.
Many people have said this was an attack on humanity -- all three attacks -- and so we're linked that way, but we're not trying to make, you know, "The Three Bears" or something. They won't necessarily look alike or respond alike. Our designers are -- and the people who submit their ideas, their artistic concepts, will just be responding to this, this Pentagon tragedy.
Q: All right. So let me make sure I got this right. So mid- December is when you expect to be able to announce the winner in this competition?
Q: Okay. When do you expect to have the memorial built, then?
Anderson-Austra: We have a schedule that shows a dedication on the second anniversary.
Let me clarify that, though, a little bit. Everybody wants this to happen as soon as it possibly can, but the families in particular have been very specific with us about trying to meet a schedule for a design or an artistic memorial that is sort of constrained by a schedule. They want it done right.
And conceivably, the winning design could be something more complicated, rather than less complicated. It could be something that would really benefit by extending the construction time a bit. So, we are on track to have that second anniversary dedication. We're willing to let the process lead us to the proper outcome, however.
Q: Could you elaborate a little bit on the jury? Who will be on it? How many members? And also, will their decision be the final decision, or will it have to be approved by the secretary or anyone else?
Anderson-Austra: Yes, the jury -- just before I get into how we're selecting them, I'll say, we had a -- we started with a pool of maybe 25-30 potential names of professional designers and architects, landscape architects, sculptors. And we wanted a balance. This needs to be a balance geographically, professionally, gender, interests. And we said early on we wanted one academic, one artist, two landscape architects, two architects. Some of the people have qualifications that overlap several categories. So, we are trying to maintain a balance. And also, racial balance. I don't know if you're aware that a third of the victims at the Pentagon were African-American. And there were several Chinese natives on the plane. There was one Australian lady. So, we really want to make sure that this isn't just a limited category that we're drawing from.
We'll have nine, I think, jurors. We'll have six professionals, several people from the Washington area, and a representative of the families. And we're in the process of contacting these folks. Some of them that we've contacted and asked, they said, "Well, I'd love to be on the jury, but I'm going to decline because I really want to submit a concept."
Q: And who will have the final say? Will the jury?
Anderson-Austra: Oh, for the jury? They will be in an advisory capacity. Certainly, they will give us heartfelt and strong advice. And Pentagon officials, I would say, or Washington officials at a very high level will make a final determination. But they will --
Anderson-Austra: Your guess is as good as mine, but it'll be someone very high up that approves the final recommendation. The jury will make a recommendation, and that will be well-considered, I'm sure.
Q: Any idea how much this will cost?
Anderson-Austra: Well, as I said, the process is going to lead us to the proper outcome. What we have now is a -- you know, when you do a project -- Lee can tell you all about management. I loved your words, Lee, about what a manager does. You really have to start with a schedule, even though you fine-tune it and you may change it. You also start out with a budget so that you know what you're working with. What we have now is a construction budget of $2 million. That's what has been allocated, I guess you can say.
There is also a provision for donations. And we have received some donations. We anticipate that as the word gets out, people will want to provide more help. We certainly are never going to go out and ask, and when we're discussing this -- I'm a landscape architect designer. I can tell you good design, great design does not depend on the amount of money you put into it. On the other hand, we want a really high-quality product. So, we have that two million. I think that we will get a great design. And if we require more funding, I think that -- I can't help but think that will be forthcoming, from the American public or whoever.
Whitman: All right. Thank you very much.
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